Doris Abernathy Mobile: (312) 804-0582 | Doriaberna@Gmail.Com | Professional in the Utility Industry

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DORIS ABERNATHY MOBILE: (312) 804-0582 | [email protected] | WWW.LINKEDIN.COM/IN/DORISABERNATHY PROFESSIONAL IN THE UTILITY INDUSTRY

Professional with proven expertise in utility operations, product development, and major client relationships. Track record of driving engagement with corporate decision-makers in major businesses, electric, natural gas, renewable energy, and state and federal agencies. History of strategic marketing and business plans and launched initiatives that resulted in exceeding sales goals, industry awards, and client satisfaction. Skilled in team building, mentoring, and developing strategic business relationships that resulted in customer acquisition and retention.

Core Competencies: Engineering technologies, product management, electric and gas utilities, oral and written communications. Smart grid, energy efficiency, demand response, PHEV, energy storage, renewable energy and transmission and distribution, and economic development.

PROFESSIONAL EXPERIENCE HIGHLIGHTS Independent Contractor 2011-2013 and 2015 - Present Manage business services in Chicago and Georgia to utilities, through strategic planning and targeting new opportunities. Firms include Apogee Interactive and Georgia Department of Transportation (GDOT). Chicago firms included start-up power quality and energy efficiency program and services for utilities.  Collaborate with civil, electrical or mechanical engineers and acted as liaison between utilities and GDOT to address permitting process and road right-of-ways as well educate utilities on the GUPS statewide software program.  Partner with SaaS professionals and senior management to develop proposals, participate in software design meetings, trade organizations, and strategic planning initiatives across the US and Canada.

LEIDOS ENGINEERING, LLC (Formerly SAIC) & Consultant at Energy Firms 2013-2015 Strategic Utility Account Executive Built national relationships with Investor Owned Utilities (IOUs), State and government agencies for the Energy Efficiency division. Introduced opportunities representing millions of dollars, focusing on energy portfolio management of major clients at utilities. Presented to utilities, managed sales process and assisted in proposal writing.  Targeted utility opportunities and Developed multi-million dollar engineering and technology proposals for energy portfolio management of commercial and industrial clients at utilities with $50 million potential revenue.  Managed sales process, developed market strategy, attended tradeshows, conferences and workshops, met with state agencies, presented to utilities, and secured opportunities on panels and webinars for subject matter experts.

ELECTRIC POWER RESEARCH INSTITUTE 2007 - 2011 Account Executive, Power Delivery Generated sales of technical services and memberships for leading nonprofit firm that brings together scientists, engineers and academia experts to address challenges in electricity through research and development relating to generation, delivery and use of electricity. Teamed with generation, transmission and environment divisions, representing a multi-million dollar portfolio base. Managed utility relationships in area of energy efficiency, demand response, smart-grid, and electric transportation.  Consecutively exceeded client satisfaction goals, target membership and ancillary project sales, reaching up to 140% to goal and $10+ million in annual sales.  Led campaign to utilities for a nationwide US DOE grant-funded PHEV (Plug-in Hybrid Vehicle) project that resulted in my earning EPRI’s Chauncey Founder’s Award.  Managed technology transfer and annual sales which included 100+ programs to utility members as well as increased revenues and acquisition and retention of members. Doris Abernathy PAGE 2 OF 2 (312) 804-0582 | [email protected]

GREAT PLAINS ENERGY / KANSAS CITY POWER & LIGHT 2005 - 2007 Product Manager, Mass Markets Managed energy efficiency and demand response programs for residential and commercial customers at a major electric utility with service territories in Kansas and Missouri. Ensured goals met with zero cost overruns by effectively managing field office, marketing campaigns, regulatory compliance, risk management, legal and coordination with bulk power division.  Generated 12,000+ sign-ups and load reduction of 13 megawatts for a radio-signaled thermostat air-conditioning and summer demand response pilot program that continues to receive national recognition.  Supported a 60% enrollment increase and an unprecedented marketing recall score of 45 for a turnkey demand response program through strategic marketing, working with media and partnering with community organizations.  Awarded 2006 top program by the Midwest Energy Efficiency Alliance for sales and innovation of the Change-A-Light, US DOE Compact Fluorescent Lighting Rebate Program.

CENTER FOR NEIGHBORHOOD TECHNOLOGY / ELEVATE ENERGY 2001 - 2004 Manager, C&I Program Managed and led a sales team for a three-year funded commercial, municipal and industrial demand response program for the utility engineering division of non-profit organization. Led and expanded activities for engineering projects. Developed alliances with government agencies, trade associations, city officials, and media.  Implemented a first-of-its-kind, community-wide electric load management program that achieved 80% participation rate and generated $3M by reaching target demand reduction. Delivered 50% labor cost reduction by negotiating with contractors and creating a competitive bidding process.  Organized cross-functional teams, reaching 133% to goal and reducing 22 megawatts on one curtailment.

EXELON / COMMONWEALTH EDISON 1995 - 1998 & 1999 - 2000 National Accounts Manager Forged corporate relationships with major clients for major utility. Developed and supported customer relations through billing analyses, rate verification, and new technology sales. Left from 1998 – 1999 to open NICOR Atlanta office for natural gas deregulation in Georgia, serving on the Board of the Atlanta Chamber of Commerce. Recruited back to Exelon in 1999.  Key representative for Exelon on the Edison Electric Institute (EEI) National Accounts Program and led sales in gas contract initiative resulting in Midwest gas contract for 800+ sites and largest sale of energy reports to major restaurant chain.  Built new relationship with the Illinois Restaurant Association; a major organization with 3,200+ members and 12,000+ restaurant clients, and served on its Education and Governmental Advisory committees.

Duke Energy Florida (formerly Florida Power Corp) 1990 - 1995 National Accounts Manager Managed national/chain accounts program for an electric utility headquartered in St. Petersburg, Florida. Planned and coordinated marketing initiatives including research, advertising, direct marketing campaigns, and customer events.  Coordinated team of US DOE, Edison Electric Institute, major chains, engineering firms and utilities. Results of research changed commercial building design on a national basis.  Orchestrated pilot projects with regional offices, engineering/architectural firms and major customers, which promoted electricity, invoked personal commitment, and created team involvement.

EDUCATION & AFFILIATIONS Bachelor of Business Administration, University of Georgia MBA Coursework, Georgia State University, Illinois Institute of Technology, and Keller Graduate University Former Board Member, Atlanta Chamber of Commerce, Illinois Restaurant Association Education and Public Affairs Committees and Advisor for American Gas Association, American Association of PPO Providers LEANNE M. ADDY ADDRESS: 12624 CRYSTAL CLEAR PLACE, BRADENTON, FL 34211 PHONE: 715.894.6245 EMAIL: [email protected]

CITY MANAGER/ADMINISTRATOR

Q U A L I F I C A T I O N S P R O F I L E

Highly analytical, performance-focused, and goal-driven professional, with broad-based experience in supervising city departments, maintaining budget, and representing the city in a variety of settings. Adept leading employees as well as managing and accomplishing multiple projects within budget and specifications; coupled with exceptional ability in financial reporting, planning, and scheduling. Effective communicator, with strong interpersonal, organizational, time management, leadership, and multitasking skills.

Core Competencies Strategic Planning and Implementation | Policy and Procedure Development Problem Resolution and Decision Making | Cross-functional Collaboration | Relationship Building

P R O F E S S I O N A L E X P E R I E N C E

CITY OF ANNA MARIA, ANNA MARIA, FL City Clerk | Treasurer, Finance Director 2016–Present ▫ Display competency in fulfilling the following roles: — City chief operating officer under the mayor, in charge of the overall operations of the city; and — Representative of the city in all negotiations and relationships with employees, contractors, consultants, and other government units and civic organizations; and — Human resources director, responsible for handling various issues from employees, department heads, and commissioners ▫ Oversee the daily operations of the city government, while rendering assistance to all municipal departments and delegating authority to the department heads ▫ Assume full accountability for the preparation and management of annual department and city budget; as well as all bid, technical, and financial documents ▫ Effectively collaborate with the following personnel in performing various initiatives: — Commissions and department supervisors in defining and forecasting expense and capital expenditures items; — Auditors and financial investors to achieve the city’s financial objectives; — Department heads, city engineers, commissioners, and contractors in spearheading several projects to ensure proper operations within budget and specifications ▫ Handle the planning, coordination, and evaluation of performance of city general operations ▫ Lead the acquisition of grant funds for capital projects, while guaranteeing proper operations of projects within the set budget ▫ Employ analytical skills in addressing and resolving personnel and employee issues; interpreting municipal codes and resolutions; and in recommending amendments ▫ Administer union contracts and maintain active involvement in union negotiations ▫ Provide assistance to the city commission and mayor through strategic planning process, as well as guidance with the execution of strategic plan ▫ Generate and submit all Federal Emergency Management Agency (FEMA) documentation regarding hurricane disaster within the city Career Highlights:  Carried out contract negotiation, employee benefits review, and budget oversight which saved thousands of dollars for the city  Steered efforts in accomplishing employee policy handbooks and city financial policies

CITY OF HUDSON, HUDSON, WI City Clerk 2015–2016 ▫ Attended in municipal elections which included preparing and disseminating ballots, appointing and training election officials, and tabulating and certifying results ▫ Documented and revised minutes of meetings, while maintaining, filing, and printing all municipal documents ▫ Held accountability in issuing public notification in all official activities and meetings ▫ Created meeting agendas and packets of related information, as well as ordinances, resolutions, and proclamations for execution, documentation, and distribution ▫ Promptly responded to requests of information from the public, other municipalities, state officials, and state and federal legislative offices ▫ Proactively communicated with other staff to conceptualize and establish goals, objectives, policies, and priorities ▫ Disseminated alcohol, tobacco, refuse, special event, taxi, and operators’ permits and licenses, while collecting appropriate fees

1 | Page LEANNE M. ADDY ADDRESS: 12624 CRYSTAL CLEAR PLACE, BRADENTON, FL 34211 PHONE: 715.894.6245 EMAIL: [email protected]

VILLAGE OF LAKE HALLIE, CHIPPEWA FALLS, WI Deputy Clerk | Treasurer | Finance Director | Acting Administrator 2008–2015 ▫ Worked under the supervision of the board and served as the chief operating officer for the village ▫ Directed the daily operations of the village government, coordination of all municipal departments, and delegation of authority to the department heads ▫ Planned, coordinated, and analyzed the performance of water and sewer utility operations ▫ Offered recommendations to the board and participated in projects to support and promote economic growth and development ▫ Generated all ordinances, resolutions, bid documents, and other technical and financial documents ▫ Gathered bond financing of major capital projects in partnership with outside financial advisor and presented to rating agencies and bond issuance companies ▫ Liaised with finances and economic development within the Tax Incremental Districts ▫ Served as project manager of a $4.5M municipal building project and successfully completed within budget with $400K savings on project cost

LA NAILS, CHIPPEWA FALLS, WI Owner | Operator 2003–2010 ▫ Monitored the day-to-day operations of the store, while handling all revenues and expenditures ▫ Guaranteed completion of all sanitation requirements based on Wisconsin state statutes

E A R L I E R C A R E E R

WESTERN WISCONSIN AUTO AUCTION, CHIPPEWA FALLS, WI Secretary | Manager

MARSHFIELD CLINIC, EAU CLAIRE, WI Referral Department Manager

E D U C A T I O N

Coursework in Business Administration, 2016-2019 . University of Wisconsin–Stout, Menomonie, WI Diploma for Clerks and Typists . Chippewa Valley Technical College, Eau Claire, WI

T R A I N I N G

A F F I L I A T I O N S

Florida Association of City Clerks | Florida Government Finance Officers Association International City Managers Association | Wisconsin Municipal Clerks Association Wisconsin Municipal Treasurers Association | Wisconsin Rural Water Association American Water Works Association | Wisconsin Government Finance Officers Association

A C T I V I T I E S

Board Member, Village of Lake Hallie Parks, Recreation, and Tourism Commission Village Board Project Manager, Building Committee Village Board Project Manager, Development Committee

T E C H N I C A L S K I L L S

2 | Page Carole Lucinda Allen 9315 Sam Owings Place • Owings, Maryland 20736 (240) 298-6903 • [email protected]

ADMINISTRATIVE EXECUTIVE Leadership / Administration / Management / Organization Accomplished, versatile public program administrator with the strategic vision and deep management acumen to develop, direct and administer community strategies which provides for public needs and aligns with the government’s vision and mission. Extensive experience in program management, personnel administration, compliance management, human resources, public and media relations. Adept at policy development, homeland security needs and regulatory compliance which align with industry best-practices. Career public servant, including 34+ years as a public safety executive. Areas of Expertise: • Human Resources & Personnel • Financial Operations & Management Management • Contract & Project Management • Strategic Planning & Development • Financial Operations & Management • Public Safety & Homeland Security • Policy & Procedure Development

PROFESSIONAL EXPERIENCE

AMTRAK POLICE DEPARTMENT – Washington, D.C. Following success in implementing many new initiatives such as Automated License Plate Reader Program, Data Driven Policing (TrakStat), Policy and Procedure revisions to align with 21st Century Policing and CALEA Re- Accreditation, I was promoted to the rank of Inspector and appointed to command the Amtrak Police Department’s National Office of Professional Responsibilities. Inspector – National Office of Professional Responsibilities – 06/2016 to Present Oversee and direct all criminal and administrative investigations relating to the conduct of 500+ sworn and civilian law enforcement personnel nation-wide; provide assistance or collaborate with outside local, state and federal agencies regarding equal opportunity, harassment and discrimination complaints filed against employees. My division is responsible for assuring the integrity of our organization. In addition, I am responsible for our agency’s Strategic Planning and Research Office which includes policies and procedures development, strategic planning, special projects and regulatory compliance.

Selected Contributions:

♦ Steering Committee Member and subject matter expert for the implementation of a 2.5 million dollar police records management system;

♦ Director of agency’s National Law Enforcement Accreditation process which maintains compliance with over 400 Commission on Accreditation for Law Enforcement Agencies, Inc., (CALEA®);

♦ Director and subject matter experts for the agency’s policies, procedures and special orders to assure compliance with 21st Century Policing Initiative and industry best practices;

♦ Procured $80,000 in records management software, no cost to Amtrak Police Department, to completely automate APD’s Office of Professional Responsibilities records management and tracking system, thus saving hundreds of thousands of dollars in personnel and resource costs;

♦ Technical Evaluation Committee Member and evaluator of bid proposals for agency procurement process;

♦ Hiring Committee Member for Amtrak Police Departments.

AMTRAK POLICE DEPARTMENT – Washington, D.C. Following success in developing and administering an Office of Public Information and Media Relations for a full- service law enforcement agency, I was appointed by the Amtrak Police Department to plan and develop strategies which will enhance police operations, increase efficiency and improve public safety. Captain of Strategic Planning and Research – 06/2013 to 06/2016 Play key management role within the Intelligence and Operations Support Divisions of a National transportation law enforcement organization. Develop strategies, plans and programs to enhance communications and operations in support of 500+ sworn and civilian personnel. Facilitate the collection, collation and analysis of data to determine patterns/trends and then make recommendations for program implementation to address challenges. Build on internal and external assets and collaborations to strengthen security preparedness for community safety and homeland security. Formulate and/or revise policies and procedures to meet emerging changes and implement best practices. Research, develop and implement new methodologies which may significantly modify major programs and policies. SME and program advisor on procurement contracts.

Selected Contributions:

♦ Project Manager and Steering Committee Member for the procurement and implementation of a multi- million dollar, state of art, police records management system;

♦ Develop and revise agency policies and procedures to align with best practices and meet CALEA Accreditation compliance; Lead the agency to a successful CALEA re-accreditation;

♦ Ensure the proper recording, filing and processing reports, documents and investigations as proofs of compliance for CALEA accreditation;

♦ Collaborated with Office of Internal Affairs to revised Use of Force, Investigating and Reporting Uses of Force, Use of Force Review Panel and Early Intervention System policies and procedure bring those policies into align with 21st Century Policing.

♦ Project Management Lead for the research, development and implementation of intelligence lead policing (TrakStat) and Automatic License Plate Readers Program for Auto Train;

♦ Assisted with the development of a Statement of Work and served as a member of the Technical Evaluation Committee as a SME for the procurement of a fully faceted, state of the art, multi-million dollar, police record’s management system;

♦ Provide strategic support by researching new technology for the Amtrak Police Department that aid in protecting against foreign and domestic terrorist acts which compromise homeland security and passenger rail travel.

ST. MARY’S COUNTY SHERIFF’S OFFICE – Leonardtown, Maryland Following success leading agency accreditation, selected to build and launch first Public Information Office. Director of Public Information & Media Relations 12/2007 to 06/2013 Key leadership role within the Administrative Division of county law enforcement agency, holding inaugural role as principal agency spokesperson and community liaison. Direct, coordinate, and approve all aspects of public communications and media relations in support of 300+ sworn and civilian personnel. Develop agency communication plans, official press statements, guidance, press releases, speeches; feature stories and informational materials for dissemination through a variety of media to include print, television broadcast, radio, online and social media channels. Provide timely and accurate explanations of agency policies, regulations, operations, public safety issues, emergency/crisis situations, and criminal incidents. Prepare speeches and talking points for senior agency leaders and elected officials. Define, implement, and maintain agency-level public information and media relations policies, as well as analyze the public’s reaction to programs and policies. Support budget planning and forecasting for $30M annual budget.

Selected Contributions:

♦ Executive Staff who acts on behalf of the Sheriff at the federal, state and local levels as directed;

Carole Allen 2

♦ Served as a senior advisor to county governmental agencies regarding public affairs and media relations program planning which align with mission objectives;

♦ Served as agency spokesperson for elected officials during on-camera, radio or personal interviews, occasionally without prior notice, regarding sensitive, complex and crisis situations;

♦ Provided innovative design and introduction of new and enhanced public affairs campaigns which are distributed internally and externally through a variety of media applications including television, radio, print, as well as, email, agency brochures, video advertisements/public service messages and social media, i.e. YouTube, Twitter, Facebook, blogs, etc.; ♦ Developed media relations, public affair and Freedom of Information staff and public program which consistently increased public awareness and personnel performance while decreasing agency costs.

ST. MARY’S COUNTY SHERIFF’S OFFICE – Leonardtown, Maryland Accreditation Manager, 4/2004 to 12/2007 Managed initiative and accountability requirements to achieve national accreditation from Commission on Accreditation for Law Enforcement Association (CALEA), leading end-to-end assessment, revision, and implementation of all agency policies and Standard Operating Procedures (SOP) in compliance with CALEA requirements. Leveraged best-practice project planning, management, and control methodologies to maintain alignment with and achieve program objectives. Managed dedicated team of 8 and provided program-related leadership to 5 agency Commanders.

Selected Contributions: ♦ Successfully achieved CALEA National Accreditation Certification following the first CALEA on-site audit; ♦ Created and led introductory and annual accreditation training program, presenting to 300+ staff; ♦ Managed data analysis and gathered proofs of compliance for 400+ law enforcement standards; ♦ Prepared prepare weekly, daily, monthly, and annual reports necessary to achieve initial accreditation.

CALVERT COUNTY SHERIFF’S OFFICE – Calvert County, Maryland Advanced through 15-years of progressive operational, training program, and grant management roles. Grants Administrator, 8/2001 to 4/2004 Implemented the first grant planning, application, and funding management program within the Administrative Division, securing and administering $500K in funds. Performed extensive research into available local, state, and federal grants supporting addition of law enforcement / administrative personnel, acquisition of mission-critical equipment, and improvement to public safety programs; prepared grant application packages. Planned, tracked, and managed grant fund allocation / distribution; produced quarterly and annual financial reporting.

Selected Contributions: ♦ Managed financial resources/operations and project funds. ♦ Facilitated grant funding enabling addition of 8 new deputies for road patrol and warrant divisions and 5 new civilian / administrative positions, expand traffic safety programs, establish the D.A.R.E. program in Calvert County elementary schools, and create a new Child Support Enforcement Unit. ♦ Created grant administration training for 20+ personnel involved in the grant program. ♦ Represented the agency’s grant program to the Federal and Maryland State Government and Highway Safety Administration.

CALVERT COUNTY SHERIFF’S OFFICE, SOUTHERN MARYLAND CRIMINAL JUSTICE ACADEMY – Calvert County, Maryland Deputy Academy Director, 9/1995 to 8/2001 Held responsibility for all law enforcement and corrections officer training within full-service training academy serving 300+ officers in 3 southern jurisdictions; oversaw $2M budget and 100+ academy staff and instructors. Developed initial and annually recurring training programs, created training schedules and resource allocation

Carole L. Allen 3 plans, and served as course instructor. Utilized broad, in-depth knowledge of supervision and management for equal opportunity programs and training of personnel. Provided operational / financial reporting to Academy Board of Directors and Maryland Police and Corrections Training Commission.

Selected Contributions: ♦ Slashed operating costs by 25% through development of Roll-Call Training program, which eliminated officer travel for some courses. ♦ Maintained consistent compliance with governing agencies, ensuring annual academy recertification. ♦ Led course instruction for Constitutional Law, Criminal Law, Civil Law, Crisis Communications, Hostage Negotiations, Media Relations, and Police Ethics. ♦ Forged Articulation Agreement with Community College of Southern Maryland to provide college credits for entry-level police / corrections training programs toward an Associate’s degree in Criminal Justice.

EDUCATION AND CREDENTIALS

NAVAL POST GRADUATE SCHOOL – MONTEREY, CALIFORNIA Master of Art – Homeland Security & Defense, June 2018 Completed Course Work in December 2017/Finishing Thesis – Due November 2018 Develop policies, strategies, plans and programs to reduce vulnerability and prevent terrorist attacks within the United States; Build organizational and interagency arrangements to strengthen homeland security; improve homeland security preparedness by developing actionable policies and strategies.

JOHNS HOPKINS UNIVERSITY – Baltimore, Maryland Master of Science in Management – Executive Leadership & Management, 2012 Graduated with 4.0 GPA; Dean’s List; Recipient, Master’s Degree Honors Award Johns Hopkins University, School of Education, Decker/Gabor Academic Scholarship & Maryland House of Delegates Academic Scholarship Bachelor of Science in Management – Executive Leadership & Management, 2011 Graduated with 4.0 GPA; Dean’s List; Recipient, Baccalaureate Honors Award Johns Hopkins University, School of Education, Snyder Academic & Bloomberg Academic Scholarships, Maryland House of Delegates Academic Scholarship, Baltimore Gas & Electric Academic Scholarship

BOSTON UNIVERSITY, Boston, Massachusetts Police Executive Research Forum – Senior Management Institute for Police, (SMIP) 2014 Certificate of Completion SMIP provides training in management theory, policy development, planning processes, and organizational structure and behavior. Executive training includes: diversity, political management, organizational strategy, performance management, organizational change, leadership, managerial problem solving, career planning, negotiation and labor relations, process analysis, media relations, and new strategies and innovations.

Licensure & Certification: Law Enforcement Certification (renewed annually) – Maryland Police and Corrections Training Commission

Professional Development: FEMA National Incident Management System (NIMS – IS 100, 300, 700, G-290, E- 388, E-952, E-953) • Fundamentals Personnel Law for Managers & Supervisors • Strategic Communications Practices: A Toolkit for Police Executives, 2012 • Strategic Planning for Managers, 2011 • Crisis Communication & Media Relations, 2011

Technical Proficiencies: Windows, Mac OS, Microsoft Office (Word, Excel, PowerPoint, Outlook, Publisher), Blackboard, Power DMS, SunGard HTE, CALEA CASE Reporting Software, IAPro Software.

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July 8, 2018

Re: City of Naples City Manager Position Opening.

Dear Mr. Baenziger,

I understand that you are looking for an outstanding city manager with exceptional executive experience that is friendly, upbeat, outgoing, and organized – well look no further! I’m writing in response to the City Manager position that has recently opened for the City of Naples. Becoming Naples City Manager would allow me the chance to utilize my 21 years of municipal experience and advanced education in leading Naples through its sensitive and complex projects that a vibrant community experiences.

My family and I have made the decision to relocate to Gulf side Florida to enjoy a lifestyle that bests meets our interests. I feel that Naples would be a perfect size city for me to continue my career while enjoying Naples magnificent weather, diverse recreational opportunities, and beautiful schools and neighborhoods. While working as a city administrator for the past eight years and as an assistant to the city administrator for over six years before that for one of the fastest growing cities in Minnesota, I understand what it takes to work with and lead City Councils, advisory commissions, city leadership team, and community residents and stakeholders. I feel it’s equally important as a community leader to maintain a high level of employee morale and strong community ties with businesses and civic organizations as Menifee strives to achieve the Council’s vision. I have developed a reputation for being ethical above all else, a visionary, flexible and energetic, and possess outstanding judgement and managerial skills that will prove beneficial in a fast-paced environment like Naples.

I feel that my family and I would be a great fit for the City of Naples and that my experience in leading three progressive cities would allow Naples to continue its growth in attracting and managing new businesses, retail, housing, and parks and entertainment projects. Please find attached a copy of my resume and I look forward to meeting with you and the Napes City Council regarding this outstanding career opportunity.

Sincerely,

Brian J. Anderson

BRIAN J. ANDERSON

2945 220th Street East, Faribault MN 55021 (m) 651-431-1389 [email protected]

PROFILE To become Naples City Manager utilizing my 21 years of municipal experience, of which 14 years have been directly in an administrative role, and advanced education in skills essential to developing and implementing Naples vision.

EXPERIENCE Interim Finance Director/Controller, Goodhue County 2018-Present I was recently hired by Goodhue County on a contractual basis to fill in their vacant Finance Controller position and to assist with their transition when their Finance Director retires next month. I recently become one of two people authorized to manage and invest the county’s $40m and will oversee the departments of taxation, finance, assessing, elections, and capital planning. I report to the County Administrator and County Board and provide recommendations related to financial analysis, budgeting, forecasting, investments, economic trends, debt management, elections, and proposed legislation. In addition to development, planning, management, and execution of these departments, I also oversee the daily and monthly activities of banking, budgeting, financial reporting, audits, settlements, and some highly complex financial functions in various areas of accounting and finance.

2013- 2017 City Administrator, City of Faribault, MN (pop. 23,351) As the city administrator, I assume the leadership responsibilities of working directly with a seven-member City Council on creating and implementing a $14m general fund budget, city policies and projects, and the new Community Vison 2040. I also work with and guide eight directors known as the leadership team and oversee 120 full-time employees along with an additional 100 employees throughout the summer months. Under my direction, the City of Faribault has had an additional $200m in economic and housing development projects in 2016, some of which involved TIF and tax abatement. In addition, Faribault provides additional services to its residents through its $900k municipal library, $275k aquatic center, and the $140k municipal airport that has recently added a cross-winds runway to expand their services.

Faribault has several advisory boards that I am directly involved with including the planning commission, EDA, HRA, and national Main Street Program. Both the EDA and HRA exercise their ability to levy taxes and implement loans and new programs. In addition, I work closely with the Historic Preservation Commission that provides guidance to over 150 businesses in the historic downtown and 40 buildings on the national historic register. The city has recently reviewed its allotted three percent lodging tax that it contracts with the Chamber on managing for the use of promoting tourism. This past year the City was successful in securing $1.6m in grants for walking and bike trails that connect with Rice County’s regional trail system. I am also guiding the City on implementing a $240,000 compensation program, preparing an economic development working plan, revitalizing the county’s drug task force, implementing a new rental and crime-free program and preparing a five–year financial model that will show the use of the City’s general fund dollars along with its debt service.

2009-2013 City Administrator, City of Newport, MN (pop. 3,534) As the administrator, I was the team leader and performed many duties including routinely advising the City Council, planning commission, EDA, parks board, and the heritage preservation commission. I, along with the Council and staff, prepared a five-year strategic plan and financial management plan that improved Newport’s bond rating four levels. As an administrator of a smaller community I not only served as the administrator but also served as the finance director, economic development director and managed projects with the consulting engineer and planner. This allowed me to turn around their ailing enterprise funds and implement three necessary infrastructure projects totaling $3.2m.

I also implemented an all cash purchase program for its equipment CIP, saving the City $250k over 10 years and secured over $379k in four different grants for the fire department, economic development, and public infrastructure projects. I was successful in collaborating with Washington County in developing a transit station in Newport as part of the Red Rock Corridor. The City was able to partner with the County HRA for this redevelopment project that is also designed to develop 454 housing units along with retail and office space that will increase market value from $4.7m to $53m and will increase tax base from $163,000 to $1.14m. I also worked closely with State Legislators in securing $1.6m in the 2011 State Bonding Bill from the MN DNR for the acquisition of seven homes located on a temporary levee along the Mississippi River. The overall project will open up and preserve 1,850 feet of new riverfront park and redevelopment property along the Mississippi River.

2003-2009 Assistant to the City Administrator, City of Lakeville, MN (pop. 53,829) As Lakeville’s Assistant to the City Administrator, I attended all Council meetings, prepared Work Session packets and minutes, and assisted in Lakeville’s annual $21m budget process. I am proud to have been heavily involved in Lakeville’s two bus rapid transit projects and appointed as the chair of the newly created Lakeville Ice Arenas Operations and Management Committee which generated over $200,000 of additional revenue in the first six months of my leadership. I also acted as staff liaison to the Telecommunications Commission, served on the League of MN Cities Service Developing Committee, Metropolitan Airport Commission: Noise Oversight Committee, Downtown Redevelopment Task Force, Lakeville’s Telecommunications Taskforce, and Lakeville’s Health Insurance Committee. Additional projects that I was also responsible for included the city’s annual strategic plan, Lakeville legislative agenda, updating the human resource policy manual, numerous code and policy revisions, and Lakeville’s leadership program.

2000-2003 Public Works Technician, City of Woodbury, MN (pop. 49,415) As the Public Works Technician in Woodbury, my daily functions involved assisting in the preparation and administration of the $6.8m public works budget; administering the public works purchasing, property management, and proposals; and drafting public works related reports, ordinances, policies, and letters. In addition, I am proud of developing and implementing a citywide safety program as a member of the safety committee; strengthening the information systems and geographical information systems which generated additional user stations and increased productivity; and supervising public works and parks staff on special projects.

1996-2000 Utility Maintenance II, City of Lakeville, MN (pop. 43,128) While in Lakeville, I Assisted in the operations of the new $12m water treatment facility, trained in new employees on daily operations, inspected new development projects and future construction plans, maintained all aspects of the collection and distribution system on a daily basis, and acted as the Local 320 Teamsters steward for three years.

EDUCATION Master of Business Administration, Finance/Management Concentration University of St. Thomas: Minneapolis, MN

Bachelor of Science, Public Administration Metropolitan State University: St. Paul, MN

Public Works Certificate, American Public Works Association North Hennepin Community College: Brooklyn Park, MN

Associate in Applied Science, Water Quality Science Vermilion Community College: Ely, MN

Economic Development Certificate Hamline University: St. Paul, MN

LICENSES Hold my Minnesota Class “B” MDH Water License Hold my Minnesota Class “SB” MPCA Wastewater License

TRAINING GFOA Financial Reporting Webinar 5/18 Election Judge Training 5/18 Board of Appeal and Equalization Training 6/18 Economic Development Association of MN Annual Conference, 6/12 Springstead Academics Seminar for Econ. Development Professionals, 5/12 Advanced Planning & Zoning, Government Training Services, 4/12 Springstead Academics Seminar for Finance Professionals, 3/12 Advanced Planning & Zoning, Government Training Services, 4/11 Beyond the Basics of Planning & Zoning, Gov’t Training Services, 5/10 Basics of Planning & Zoning, Government Training Services, 4/10 Reducing Energy Costs in Local Government, LMC, 1/09 Connected Communities Seminar: Making the Net Work for Minnesota, Blandon Foundation, 12/08

PROFESSIONAL Member of the Economic Development Association of Minnesota MEMBERSHIPS Member of the Metropolitan Area Managers Association Member of the Minnesota City County Managers Association Member of the International City/County Management Association

D AVID A NDREWS , ICMA -CM 906 Hillsborough Rd.  Chapel Hill, NC 27516  (919) 370-0319  [email protected]

EXECUTIVE SUMMARY LEADERSHIP | COLLABORATION | COMMUNICATION Innovative and visionary consensus-builder with outstanding management skills and integrity. Achievement-oriented; able to set realistic goals and encourage staff to meet them. A leader who is comfortable representing the city in the community, with a commitment to maintaining small-town charm.

AREAS OF EXPERTISE

. Fiscal Management . Communications . Strategic Planning . Economic Development . Land Use . Customer Service . Infrastructure & Utilities . Public Safety . Staff Development

PROFESSIONAL EXPERIENCE

TOWN OF CARRBORO, NC Mar. 2012—present 21,544 POPULATION; 165 FTE/98 SEASONAL & TEMPORARY EMPLOYEES; $25.9M OPERATING/$23.4M CAPITAL BUDGET TOWN MANAGER As the chief executive officer, provided leadership for town staff and a variety of citizen-focused services. Directed the implementation of the elected officials’ policies. Oversaw all governmental operations. Supervised all department directors (Economic and Community Development, Finance and Budget, Fire and Rescue, Human Resources, Parks and Recreation, Police, Planning, Public Works, and Information Technology). Advised the elected officials on all issues. Prepared the annual budget. . Managed all aspects of a full-service municipality undergoing growth and redevelopment while engaging the community and maintaining small-town charm. . Collaborated with elected officials, other governmental entities, community stakeholders, and staff to provide professional, effective, and efficient delivery of services to citizens and achieved a high customer service satisfaction rating based on community surveys. . Coordinated with department directors to develop a culture of organizational and employee development and continuous improvement including the use of 360 degree evaluations and the development of cross-training and succession planning programs. . Directed the development and administration of the annual budget and capital program; sought innovative and creative approaches to implementing elected officials’ priorities and direction. KEY ACHIEVEMENTS: . Promoted economic development and redevelopment by establishing a Tourism Development Authority, overseeing the opening of a 142-room hotel and mixed-use retail development with a 5-level parking structure to alleviate parking shortages downtown, devising creative solutions to retain two corporate headquarters (Fleet Feet Sports and Kalisher), expanding the Music and Film Festivals and adding several charity walks and runs implementing a Branding and Marketing Campaign, and facilitating redevelopment and infill projects totalling >500,000 square feet of mixed-use retail, office, residential space, and associated parking. . Ensured long-term financial sustainability and increased the town’s bond ratings from A+ to AAA (S&P) and from A1 to Aa1 (Moody’s) by developing and implementing five-year revenue and expenditure forecasts including comprehensive tax base analysis and five-year capital improvement program; increased the total General Fund balance to $15.9M (79% of revenues as of June 30, 2017) . Improved customer service and community development by achieving an approval rating of 92% on the Town’s first-ever Community Survey, working with Carrboro Parks and Recreation, Orange County, The Arts Center, and a local non-profit radio station, WCOM Radio, to design and construct a downtown co-located arts, education, and entertainment facility, collaborating with Google and AT&T to deliver gigabit-speed internet services to municipalities and universities, developing a formal Customer Bill of Rights to establish community service level expectations, designing and developing community communications program including ongoing

CONTINUED … D A V I D A NDREWS PROFESSIONAL EXPERIENCE – CONTINUED P A G E 2

social media messaging and designing and publishing internal employee and external citizen newsletters, establishing a process and scope of work for the development of the Town’s future Comprehensive Plan and Strategic Plan . Achieved national recognition for the town from the National League of Cities, which awarded a Cultural Diversity Award for the town’s annual Community Dinner in 2014; from the National Association of Telecommunications Officers and Advisors, which awarded the Community Broadband Project of the Year Award to NCNGN; from Safewise.com as the 36th safest city in North Carolina; and the League of American Bicyclists’ "Silver" level Bicycle Friendly Community Award for 2015. . Awarded the Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award every year from 2012–present.

TOWN OF PARADISE VALLEY, AZ Mar. 2010—Mar. 2012 12,280 POPULATION; 83 EMPLOYEES; $23.1M OPERATING/CAPITAL BUDGET ASSISTANT TOWN MANAGER Led strategic planning and general management of town operations in a resort community. Assisted with policy development and managed federal, state, and regional intergovernmental relations as the town’s public lobbyist. Directed financial and information technology services. Administered fire, EMS, and sewer contract services. KEY ACHIEVEMENTS: . Reduced operating expenses by almost 8% in FY 2011-12, maintained cash reserves of 110%. . Improved efficiency, effectiveness, and accountability by implementing performance management system. . Secured favorable revisions in key legislation after developing and implementing the town’s first formal intergovernmental relations program and state and federal legislative agenda. . Worked with the Scottsdale Convention and Visitors Bureau and hotel operators to establish a resort district and provide a fare-free tourist trolley.

TOWN OF ORO VALLEY, AZ Nov. 1991—Sep. 2009 43,894 POPULATION; 370 EMPLOYEES; $203.1M OPERATING/CAPITAL BUDGET TOWN MANAGER (SEP. 2006—SEP. 2009) Served as the Chief Administrative Officer of a town with an average annual growth rate of 30.7% under the direction of a seven-member mayor and council. Developed public policy options for the council through strategic planning, collaboration, and consensus building. . Maximized efficiency and service quality by developing a talented team of 14 department directors. . Developed and administered the town’s economic development policies and programs. KEY ACHIEVEMENTS: . Closed a $5.2M (16%) revenue shortfall in FY 2009-10, left the town with General Fund cash reserves of nearly 82%, and achieved long-term financial sustainability by planning for a post-growth economy, developing financial forecasting models and reducing expenses. . Substantially increased efficiencies and effectiveness for the organization by implementing strategic planning, program-based budgeting, performance management, departmental management studies, and restructuring. . Significantly improved capital infrastructure for water and storm water, public transit, roadway expansions, pavement management, historic preservation, parks and recreation facilities, and the library system. . Enhanced communication and transparency by implementing community surveys, reverse 911, social media, online video streaming and archiving of meetings, web site upgrades, and the Oro Valley Vista, which won a PRimus Award of Excellence from the Tucson chapter of the Public Relations Society of America (PRSA) in 2008. . Reduced energy costs by up to $250,000 per year, improved building codes, and improved air quality by forming the “Green Team,” responsible for Oro Valley receiving an Outstanding Achievement in Local Government Innovation Award from the Alliance for Innovation for the town’s energy efficiency and solar project. . Oversaw retail development that increased by about 1.1 million square feet; a nearly 100% increase in hotel rooms, about 250,000 square feet of new R&D facilities, increased tourism, and increased revenue through shop locally programs after implementing the town’s first comprehensive economic development plan. D A V I D A NDREWS PROFESSIONAL EXPERIENCE – CONTINUED P A G E 3 . Led negotiations with the state land department on the annexation of 9,150 undeveloped acres, which included transit-oriented development and 600 acres of campus park industrial zoning surrounded by pedestrian, bicycle, and transit-friendly, mixed-use retail and residential development, with 68% open space for habitat protection. . Achieved national recognition for the town from Fortune Small Business (March 2008), Family Circle (August 2008), Money (2007 and 2008); the FBI (2006), and the League of American Bicyclists’ "Gold" level Bicycle Friendly Community Award for 2006-2008 and 2008-2012. . Promoted historic preservation by acquiring and preserving Steam Pump Ranch, established in 1874; by the summer of 2009, volunteers from the Oro Valley Historical Society had created a heritage garden at the ranch. . Awarded the Certificate of Achievement for Excellence in Financial Reporting every year from 2006–2009, the Distinguished Budget Presentation Award for fiscal year 2008–2009, and the National Purchasing Institute’s Achievement of Excellence in Procurement Award for the fiscal years 2007–2008 and 2008–2009.

ASSISTANT TOWN MANAGER (APR. 2005 —AUG. 2006) Assisted the town manager, mayor, and council in developing policies delivering of town services. Collaborated extensively with community stakeholders. Coordinated policy issues related to economic development, water, union negotiations (Fraternal Order of Police and Oro Valley Police Officers Association) , fire and EMS. . Directed the activities and services of the Public Works, Planning & Zoning, Building Safety, Transit, Library, Parks & Recreation, Facilities Maintenance, Finance, and Information Technology Departments. . Achieved national recognition in 2005, when Oro Valley was named in America's Top-Rated Smaller Cities. . Received the StormReady distinction from the National Weather Service.

FINANCE DIRECTOR (NOV. 1991—MAR. 2005) Managed finance, accounting, economic development, purchasing, risk management, and information technology. . Issued more than $100M in municipal and improvement district bonds to acquire private water companies and land and build parks, libraries, municipal buildings, roads, and water system improvements. . Successfully participated in annual contract negotiations with Fraternal Order of Police and Oro Valley Police Officers Association . Awarded the Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association every year from 1991 through 2005.

CITY OF SOUTH TUCSON, AZ Jul. 1990—Nov. 1991 5,192 POPULATION; 95 EMPLOYEES; $9.5M BUDGET ASSISTANT FINANCE DIRECTOR

PROFESSIONAL ORGANIZATIONS AND CREDENTIALS

International City/County Management Association (ICMA): 1992–present; Credentialed Manager, 2011–present Mentor-ICMA Emerging Leaders Development Program

North Carolina City/County Management Association (NCCCMA): 2012–present

Chapel Hill-Carrboro Chamber of Commerce Board of Directors

Federal Emergency Management Agency: National Incident Management System Training, 2006;

Incident Command System Course Training 100, 200, and 700 (2012–2017)

EDUCATION

MASTER OF PUBLIC ADMINISTRATION The University of Arizona, Tucson, AZ, 1990

BACHELOR OF BUSINESS ADMINISTRATION IN ACCOUNTING Stephen F. Austin State University, Nacogdoches, TX, 1982

JOHN R. ARDAUGH

15651 West Waterford Lane • Manhattan, IL 60442 • (815) 715-7735 • [email protected]

Government/Municipal Operations ▪ Financial Management ▪ Budgets ▪ Planning ▪ Land Use ▪ Zoning Human Resources ▪ Policies/Procedures ▪ Personnel/Project Management ▪ Economic Development Employee Relations ▪ Contracts ▪ Negotiations ▪ Grants ▪ Collective Bargaining ▪ Administration Outstanding experienced government, municipal, legal and business executive with more than 20 years of proven success in the boardroom, the courtroom and at the negotiating table with increasingly responsible local government experience and a wide span of responsibility over multiple functions seeks to become the next City Manager of Naples, FL. A very accomplished, articulate, dedicated, energetic, strong and visionary leader with an entrepreneurial spirit, optimistic and extensive demonstrated success in the government and municipal arena. Well-connected professional with experience establishing contacts in various community, governmental and municipal sectors that is motivated and achieves results by building consensus with a team-oriented approach and provides excellent customer service.

Offers innovative and strategic recommendations ensuring the effective management of numerous people and projects without compromising quality, timeliness or results. Demonstrates an approachable, calm, honest, open, patient, personable and transparent management style that is tough on issues, but fair, collaborative and welcoming with people. A creative, dynamic, forward-thinking, passionate, proactive, outgoing, upbeat and visible leader highly engaged within numerous community, philanthropic and public endeavors that recognizes and appreciates the contributions of others and inspires confidence with an unquestionable sense of integrity. Solid communicator who institutes initiatives and carries them out thereby creates positive change being fiscally sound, thereby increasing efficiency.

KEY COMPETENCIES

Customer Service Analysis/Research Citizen Engagement Strategic Planning Business, Media & Public Relations Agenda/Report Preparation Community & Intergovernmental Relations Team Builder/Team Player Excellent Communication/Interpersonal Skills Laws/Ordinances/Regulations/Statutes

PROFESSIONAL HIGHLIGHTS Fahey & Associates Chicago, IL OF COUNSEL (2011-Present) Expertly handles a wide variety of contract and employment matters/labor relations, including drafting, negotiating and reviewing contracts as well as the representation of numerous clients in court on litigation. Ensure firm remains in compliance with corporate guidelines, legal mandates and ethical ideals. • Championed a number of office management initiatives that increased productivity and increased efficiency, thereby allowing for a more streamlined workflow as well as cross-functional transparency.

Spesia, Ayers & Ardaugh Joliet, IL MANAGING PARTNER/PRINCIPAL (1994-2010); ASSOCIATE (1988-1993) Spearheaded and led the governmental/business practice within the office, developing and maintaining an extensive network of municipal, government, corporate and private contacts. Managed new clients and served as lead attorney and central contact for firm’s key clients. Responsible for the preparation and continuous update of standard ”boilerplate” language used in all annexation/development agreements drafted internally for municipal clients. • Personally procured and managed 75% of the firm’s major municipal and governmental clients. • Spearheaded economic development and legal campaigns for Manhattan, Minooka, New Lenox and Rockdale; instrumental in securing numerous Boundary and Intergovernmental Agreements with neighboring municipalities. • Negotiated an agreement with a natural gas “peaker plant,” resulting in millions of revenue dollars for the Village of Manhattan. • Played a key role in hiring the Village of Manhattan’s first Village Administrator. • Instrumental in negotiating the Lake Michigan Water agreements for the Village of New Lenox. • Bond counsel for over $40M of general obligation, special service and special assessment area bonds. • Championed the revitalization of the Rockdale Village Code, previously modified in the 1960’s. • Handled the annexation of over 15,000 acres of property; carefully considered, expertly drafted and effectively negotiated the respective contracts. • Negotiated and secured thousands of acres of property for the Village of New Lenox, covering the I-355 corridor/ I-80 interchange, as one of the lead Attorneys in an extremely contentious and lengthy boundary litigation with Joliet. • Led successful boundary negotiations for the Village of Minooka with the Village of Channahon; annexed thousands of acres of property later developed for both commercial and residential uses.

JOHN R. ARDAUGH --Page Two –-

LEGAL ASSOCIATIONS Will County Bar Association Joliet, IL PRESIDENT (2006-2007) • Implemented free Continuing Legal Education (CLE) programs for members. • Grew membership from approximately 400 to over 700 during tenure; substantially increased association revenues; instituted VIP court access service. • Spearheaded a comprehensive vision and mission reassessment; drove several modernization efforts including the establishment of new office space and successfully transformed the association's brand image and identity.

CHAIRMAN -PROBATE COMMITTEE (2001); MUNICIPAL LAW COMMITTEE (1999) • Initiated regular meetings and implemented various programs.

CHAIRMAN -ANNUAL GOLF OUTING (2006) • Increased event revenue by instituting new fundraising opportunities.

PRO-BONO ATTORNEY

Twelfth Judicial Circuit Judicial Screening Committee, Former Member Illinois State Bar Association, Member American Bar Association, Member

Admitted to practice before the United States Supreme Court, the United States District Court for the Northern District of Illinois and all Illinois state courts.

COMMUNITY ASSOCIATIONS

Chicago Gaelic Park Oak Forest, IL MEMBER (2007-Present) • Organized and implemented the “Irish Dog Exhibition” and the “Irish Horse Exhibition” at the annual Irish Fest.

Manhattan Park District Foundation Manhattan, IL CHAIRMAN -FIRST ANNUAL ROUND BARN WINE FESTIVAL (2008)

Manhattan Irish Fest Manhattan, IL CHAIRPERSON (1996, 1997); COMMITTEE MEMBER (1995-2008) • Chaired the "Sponsorship Committee” for numerous years and was directly instrumental in securing a large number/amount of annual sponsorship monies.

Manhattan Lions Club Manhattan, IL PRESIDENT (1998, 1999); TREASURER (1993, 1994, 1996); TAIL TWISTER (1992)

Manhattan Chamber of Commerce Manhattan, IL PRESIDENT (1996-1997) • Streamlined operational initiatives through the successful on boarding of first Chamber employee.

St. Joseph's Church Manhattan, IL CHAIRMAN -LAS VEGAS NIGHT COMMITTEE (2002)

EDUCATION

Illinois State University Normal, IL The John Marshall Law School Chicago, IL B.S., Business Administration and Marketing J.D., with Distinction Robert G. Bone Scholar, Nominee Order of John Marshall The John Marshall Law Review, Staff Editor Moot Court Executive Board, Associate Editor

TECHNICAL ACUMEN Familiar with MS Office Suite (Word & Excel), Internet research and social media sites; highly adaptable and trainable in new computer and technical systems.

Brad T. Baecht, LCAM, CMCA, AMS

[email protected] (703) 727 - 0964

SUMMARY Results driven C-level Executive, Marine Corps Veteran, licensed and certified operations management expert, trainer, mentor and consultant with 15+ years of senior-level operations and leadership experience. Seeking new and diverse challenges.

EXPERIENCE BOCA WEST MASTER ASSOCIATION, INC.

Chief Operating Officer & Executive Director, September 2015 – Present

Large-Scale Manager. The BWMA is the collective association of the 56 Villages (3,500 Units) and the Boca West Country Club that comprises the community of Boca West. This position is the most critical management position. Staff of 150. Directly manages the Association’s professional staff to oversee our facilities and grounds, aquatics programs, accounting, and neighborhood compliance program Executes the strategy laid out by the Board of Directors which may include management of construction projects, coordination with outside legal counsel and other special projects. Serve as direct liaison between the Boca West Master Association and all appropriate parties. This includes a very important role as an escalation point for homeowner questions and complaints. Manage all financial aspects of the Association including payroll, budgets and reserve study. Coordinate and supervise Boca West Master Association personnel and manage human resources Fully manage all vendors and negotiate contracts for the benefit of the Boca West Master Association within the authority delegated by the Board. Provide leadership and expertise in day-to-day operations for professional staff and the Board of directors. Must keep the Board apprised of legal, political, operational matters relevant to Boca West Master Association. Must operate within the Boca West Master Association Governing Documents, Bylaws and CC & R’s. Responsible for additional duties as determined by the Board of Directors

Stage 1 Finalist for the 2017 National Manager of the Year

CASTLE GROUP/AKAM ON-SITE

Regional Management Executive, March 2014 – September 2015

Responsible for transition and overseeing the operational, administrative, financial, human resources, maintenance and security functions of the following properties:

Valencia Pointe Master Association – 698 single family homes. Staff of 15. 55+ community. Boca Greens Country Club – 586 single family homes. Staff of 7. Galt Towers – 260 units. Luxury high rise condominium. Oceanfront. Staff of 11. Mirabella Villas – 400 units. Garden style condos. Staff of 7. Cypress Pointe – 344 units. Garden style condos and townhomes. Staff of 2.

Nominated for the 2014 Castle Group Rookie of the Year Recognized in the Castle Group Newsletter for role with Mission United

COMMUNITY MANAGEMENT CORPORATION – ASSOCIA

General Manager, September 2013 – March 2014 (Relocation)

Oversee the day-to-day operations of a 350 unit, Class-A luxury residential and commercial retail high rise condominium building, Responsibilities include: budget preparation and financial statement oversight, building inspections , preparation for and attendance at board meetings, solicitation of bids for property repair/maintenance, monitoring contracts , and a solid understanding of the governing documents of the building association.

CARDINAL MANAGEMENT GROUP

Property Manager, September 2012 – September 2013

Direct all aspects of property, financial and security management for 320 unit, garden- style condominium and townhome complex in an upscale community. Manage annual expense budget of $3 million. Review, analyze, and track budget, contracts, and other management functions. Administer, provide assistance and monitoring contractor performance, change orders, contracts and budget. Identify and resolve issues with residential security. Ensure that all applicants meet contractually mandated requirements for occupancy. Plan and present training to facility representatives in areas such as program planning and evaluation, marketing assessment, contracting, budgeting, and financial management. Provide guidance, training, and support regarding community programs in according with applicable policies and standards. Conduct research and background checks on all contractors prior to hiring. Track management process to measure effectiveness and suggest improvements. Negotiate with contractors and sub-contractors for various maintenance and renovation projects in accordance with the reserve study. Monitor all aspects of building operation to ensure highest level of customer service while communicating with tenants to investigate and resolve issues.

RESTON HOMEOWNERS ASSOCIATION

Property/Covenants Advisor, October 2007 - September 2012

Successful, Master Planned Community of 23,000+ single family homes, condominiums, apartments, and commercial offices. Responsible for 3,800+ single family homes, or 38 clusters. Provided administrative and operational support to members, the Covenants Committee and Design Review Board, in order to enforce compliance with the Association’s covenants, bylaws, procedures, regulations, and standards. Inspected property in accordance with the Virginia Property Owner’s Association Act of 1989. Interpreted evaluation results to report to direct supervisor and the Review Board. Counseled members, agents, vendors, architects, contractors, and others, regarding covenants-related matters verbally and in writing via memo and official email. Evaluated and scheduled applications for design review; processed applications to determine completeness and verification of signatories. Drafted consultation decisions and composed summaries for panel review. Provide photographic support for applications as needed. Analyzed Fairfax County Land Records and RA plats to determine property lines, common area, and underground installations. Responded to complaints and determined validity and appropriate action for processing complaints. Re-inspected properties for previously identified violations and determined appropriate 2 follow up action. Maintained accurate records of all verbal and written communication pertaining to properties and cases.

Received Achievement Award’s for contribution to perfect annual audits to $14 million dollar budget.

UNITED STATES MARINE CORPS

Corporal, June 2002 – October 2007

Created and implemented policies, standards and procedures governing physical security, and guard operations. Conducted reviews, surveys and evaluations of facilities to ensure adherence to policies and guidelines. Planned and presented various training sessions to personnel regarding managing physical security programs. Assisted in maintaining large fleet of military vehicles. Licensed Heavy Equipment Operator. Recognized numerous times for performance as Heavy Equipment Operator.

Recipient of the ‘Gung Ho Marine’ in Ft. Leonard Wood, MO for leadership excellence.

SOFTWARE SKILLS Jenark, Citrix C3, Strongroom, SmartWebs, TOPS, Nexus Payables, Microsoft Office (Microsoft Excel, Word, Outlook, PowerPoint), Microsoft Visual Basic, HTML, MS FrontPage, Microsoft Access, Microsoft Dynamics GP

EDUCATION Business Management and Operations, minor in Information Technology • 2008 – 2012 George Mason University, Fairfax, Virginia

2011 Dean’s List

3 Anthony W. Batts, D.P.A. Coral Springs, Florida (424) 332-6286 [email protected]

June 25, 2018

Mayor Barnett and City Council City of Naples 8th Street S. Naples, FL 34102

Dear Mayor Barnett and City Council:

Please accept the enclosed copy of my resume for your consideration for the City Manager of Naples position. I believe that my leadership experience and political acumen match the City’s requirements for a new manager to help it navigate the challenges of the next decade.

I have more than thirty years of experience in public service and municipal governance and have served as Chief Executive Officer of three of the nation’s larger police departments with 850 to 3,200 employees, in cities of 390,000 to 620,000 residents. Under my administration, I oversaw more than 15 government buildings and had ancillary responsibilities for tourist entertainment areas, airports, ports, parks, commercial properties, schools, and colleges. I had fiduciary responsibility for organizational budgets ranging from 170 million to half a billion dollars, and achieving significant cost savings and a better return on investment for residents.

To build stronger communities, I led strategic, long-range initiatives focused on raising accountability and ethical standards, lobbying for additional parks, schools, day care and after-school programs, and mentoring younger executives. I also worked with Senators, Congress-people, and state and local legislators to obtain grants and other funding for these measures.

I also served as the interim City Manager for Long Beach, the second largest city in Los Angeles County, during the subprime mortgage crisis with the pending collapse of housing prices. Despite the dramatic reduction in property taxes, I directed the team’s restructuring of the financial plans and presented a balanced budget to the Council that positioned the City for success in the next fiscal year. I made it a priority always to keep the City Mayor and the Council informed.

I have found strong communication skills, teamwork and relationship building, to be vital attributes in leading high-performing innovative teams that persevere through difficult social crisis, troubled financial times, and natural disasters. I have held myself and my teams to the following leadership code:  COURAGE—Exhibiting poise and sound judgement in tough and demanding circumstances, forward- looking, creative, innovative.  COMMITMENT—Instilling team accountability and respect for City leaders; accomplishing their goals without excuses; and providing sound feedback.  COMPASSION—Truly caring for the communities that you serve, and the teams you lead.  HONOR—The nobility of public service.  INTEGRITY—Your word is your bond.  PRIDE—Respect for those who came before you and the shoulders that you stand upon.  CONTINOUS DEVELOPMEMT—Always learning, establishing a strategic approach, in order to position your city and team to win. A leader is judged by how many leaders they help to create. I appreciate your consideration and look forward to the opportunity to come before the Board to discuss the City’s needs and how I may add my skills and experience to the rich tapestry of skills and experience in Naples.

Very truly yours,

Anthony W. Batts, D.P.A.

Page 2 of 6 Anthony W. Batts, D.P.A 424-332-6286 ANTHONY W. BATTS, D.P.A 424-332-6286 | [email protected]

During my career, I have been in the forefront of Public Policy and change management as a Chief Executive Officer for 3 of the nations’ largest Police Departments, an Interim City Manager, and a Harvard fellow. Motivated to address and improve public policy and make a better way of life for residents that I have served, through strong competent decision making, coupled with a strategic view, strong accountability and innovation.

SUMMARY OF ACHIEVEMENTS AND LAW ENFORCEMENT CONTRIBUTIONS  Over 30 years dedicated to law enforcement, including serving as the Police Commissioner of the country’s 8th largest municipal police force.  27 years of service to the Long Beach Police Department, achieving crime reduction each year while serving as Chief of Police (7-year tenure).  Selected to serve as Interim City Manager of the 2nd largest City in LA County, Long Beach. Passing a balanced budget for the coming fiscal year and positioning the City for success.  Member of two Harvard University Working Groups, including a 7-year Executive Session on the Future Evolution of Policing (2007 – 2014), resulting in 15 group publications.  25+ Leadership and Community Service Awards from local, state, and national organizations.

MEDIA ANALYST: reporting in major national markets on topics including police-involved shootings, hurricanes, riots, serious crime, police community relations, police corruption, police discipline, police and politics, victimology, and media relations (2002 – Present).

EDUCATION

Doctorate of Public Administration, University of La Verne, 1998 Master of Business Management, University of Redlands, 1988 Bachelor of Science, Law Enforcement Administration, California State University, Long Beach, 1986

Dozens of training courses and professional development throughout career, spanning organizations and institutions including Harvard University, the F.B.I. National Executive Institute, and I.A.C.P.

CAREER PROGRESSION CONSULTANT FACULTY, Federal Bureau of Investigations Law Enforcement Executive Development Association March 2016 – Present Instructing on contemporary issues in policing and executive leadership to law enforcement command staff members nationwide.

CITY MANAGER, Long Beach California 2007 - 2007 Led and directed the resources for $2 Billion budget. Directed and oversee a variety of administrative tasks and processes to ensure the city operated efficiently. Represented the municipality in a variety of settings, as well as facilitated the implementation of policies adopted by the city’s elected leaders. Monitored, reported on and made recommendations regarding the city budget to ensure that the city finances remained balanced. Achieved financial objectives by developing and recommending an annual budget; scheduling expenditures; analyzing variances; initiating corrective actions and anticipating long-term issues. Prepared complex budget reports and delivered information to city leaders and the public regarding the fiscal state of the municipality. Provided department oversight, budget management, internal affairs and external relations.

CHIEF EXECUTIVE OFFICER, The A. William White Group Jan. 2006 – Present Specializing in leadership theory and practice, contemporary practices in policing, police administration, criminal investigations, public policy issues, and efficiency and systems analysis. Clients: Orange County Probation Dept. and the City of Los Angeles.

POLICE COMMISSIONER, Baltimore Police Department, Baltimore, MD Sept. 2012 – July 2015 Led and directed the resources ($460 million budget) and 3,200 employees of the Baltimore Police Department’s five (5) major bureaus (Patrol, Investigations, Professional Standards, Legal, and Finance). HIGHLIGHTS:

Page 3 of 6 Anthony W. Batts, D.P.A 424-332-6286 CRIME REDUCTION & COMMUNITY IMPROVEMENTS . Oversaw reductions of crime in all Part I offenses (murder and non-negligent homicide, forcible rape, robbery, aggravated assault, burglary, motor vehicle theft, larceny-theft, and arson). . Achieved second lowest homicide count in contemporary times (211 in 2014) in Baltimore City. . Implemented structural transparency and accountability changes that led to a 46% reduction in excessive force complaints, a 53% reduction in discourtesy complaints, and a dramatic reduction in lawsuits against officers. OPERATIONS & TRAINING . Established and published a Strategic Plan for Improvement that identified significant successes and challenges in the department and detailed actions for enhancement and development, with particular focus on community policing, improvement of police-community relations, and trainings emphasizing professionalism, respect, and reverence for human life. . Completed 75% of recommendations in the 5-year Strategic Plan for Improvement in just two (2) years. . Obtained a 67% reduction in officer-involved shootings (from 33 to 11). . Instituted various training protocols, including for building searches, and arrests of individuals with mental illness. . Increased minority and women promotions to Command Staff. . Supervised successful negotiation of police officer employment contract, leading to reduced overtime hours and increased work schedule flexibility in patrol staffing to match community needs. . Instituted process to overhaul and improve departmental Standard Operating Procedures manual. . Purchased Tasers for entire Patrol bureau and replaced antiquated vehicle fleet. . Oversaw approximately ten (10) successful crowd control situations.

LECTURER / RESEARCHER, Harvard University Oct. 2011 – Oct. 2012 As a Fellow, I collaborated with progressive governmental officials, scholars and police executives in foreign governments on contemporary law enforcement practices and public governance.

CHIEF OF POLICE, Oakland Police Department (OPD), Oakland, CA Oct. 2009 – Oct. 2011 Reformed, reengineered, led, coached, and directed the resources ($170 million budget) and 850 employees of the Oakland Police Department consisting of The Office of the Chief of Police, Bureau of Field Operations, Bureau of Investigations, Bureau of Support Services, and Office of Inspector General. HIGHLIGHTS: CRIME REDUCTION & COMMUNITY IMPROVEMENTS . Accomplished the first “quiet summer” in 25 years. . Reduced crime rate 27% in 2010: Part I crime rates reduced 16%, Murder/Homicide decreased 30%, Burglaries reduced 10%, and Auto theft down 10%. . Eliminated illegal reckless driving and street racing scenarios that resulted in shootings and traffic fatalities . Dramatically increased productive arrests and gun seizures (900 guns). . Increased overall community confidence, specifically in minority communities impacted by violent crime. . Instituted hotspot policing with COMSTAT and established community COMSTAT crime meetings. . Successfully managed and handled two (2) massive crowd control situations with minimal property damaged; heralded nationwide by media and city leaders as “professionally planned and executed.” OPERATIONS & TRAINING . Developed a sophisticated, multi-year Strategic Plan, heralded by city leaders and community activists. . Secured a $1 million grant from The Kaiser Foundation for the Our Kids (O.K.) Police Mentoring program. . Lobbied for and secured a 25-officer grant to enhance community policing. . Oversaw a decrease in officer-involved shootings by 60% in 2010, in part through expanded training. . Increased police presence by moving 50 officers to the street in two (2) phases and requiring all detectives to work one day a week in black and white patrol cars. . Constructed and disseminated eight (8) new reform policies focused on improving civil rights. . Increased coordination with county Sherriff, District Attorney, Probation, Parole, FBI, DEA and ATF, after face-to-face discussions with then-United States Attorney General, Eric Holder. . Established first-time gang summit of Federal, State and Local agencies to combat violent crime. . Increased transparency with the media, resulting in more positive stories related to the Police Department. . Partnered with Harvard University and John Jay College of Criminal Justice to conduct research on the City and the Department, focused on legitimate policing methods.

Page 4 of 6 Anthony W. Batts, D.P.A 424-332-6286 CHIEF OF POLICE, Long Beach Police Department, Long Beach, CA Oct. 2002 – Oct. 2009 Led and directed the resources ($200 million budget) and 1,500 employees of the Long Beach Police Department, which included The Office of the Chief of Police, Patrol Bureau, Bureau of Investigations, Bureau of Support Services, and Administration Bureau. Established the Emergency Operations Bureau. HIGHLIGHTS: CRIME REDUCTION & COMMUNITY IMPROVEMENTS . Achieved seven (7) consecutive years of crime reduction. . Reduced crime rates to lowest levels since 1975, including a dramatic drop in Part I crime rates, a 40% reduction in gang related murders, and a 75% decrease in gang related shootings. OPERATIONS & TRAINING . Decreased Internal Affairs complaints by 30%, worker’s compensation claims by 29%, and officer-involved shootings by 70%. . Instituted concept of Community-Oriented Governance program inside City government. . Mentored twelve (12) members of Command Staff who advanced to become Chiefs of Police. . Implemented 25 innovative or technology-based programs. . Improved technology significantly, in seven (7) key areas including: Taser deployment for all sworn personnel through grants, speed track crime tracking, thumbprint field readers, and a jail camera system.

PRIOR LAW ENFORCEMENT & ADMINISTRATION CITY MANAGER, City of Long Beach, Long Beach, CA 2007 – 2007 DEPUTY CHIEF OF SUPPORT BUREAU, Long Beach Police Dept. (LBPD) 2001 – 2002 DEPUTY CHIEF OF INVESTIGATIONS BUREAU, LBPD 1999 – 2001 COMMANDER OF SOUTH PATROL DIVISION – COMMUNITY POLICING, LBPD 1997 – 1998 COMMANDER OF FIELD SUPPORT DIVISION, LBPD 1995 – 1997 COMMANDER OF COMMUNITY RELATIONS DIVISION, LBPD 1992 – 1995 COMMANDER OF EAST PATROL DIVISION-PHASE II COMMUNITY POLICING, LBPD 1991 – 1992 CHIEF OF STAFF/LIEUTENANT/SERGEANT-OFFICE OF THE CHIEF OF POLICE, LBPD 1989 – 1991 ADMINISTRATIVE SERGEANT / INTERNAL AFFAIRS, LBPD 1988 – 1989 SERGEANT / PATROL, WATCH COMMANDER, BOOKING DESK, LBPD 1987 – 1988 POLICE OFFICER / ACTING SERGEANT, LBPD 1982 – 1987

MAJOR ACCOMPLISHMENTS . Korean Chamber of Commerce – Leadership Award, 2009 . Anti-Defamation League – Civil Rights Award, 2008 . Community Leadership Association – Distinguished Leadership Award, 2007 . National Association for the Advancement of Colored People – Community Service Award, 2006 . Nuestra Imagen Award – Community Service Award, 2006 . Asian Police Officers Association – Leadership Award, 2006 . Boy Scouts of America’s “Distinguished Citizen” Award, 2003 . California State University of Long Beach’s Distinguished Alumni Award, 2003 . National Police “Achiever’s” Award, 2002 . Black American Political Action Committee (BAPAC) “Officer of the Year” Award, 2001 . Scholars for Dollars “Achiever’s” Award, 2001 . West Los Angeles Church Group “Achievers & Community Activists” Award, 2001 . Buena Park Optimists “Officer of the Year” Award, 2001 . American Cancer Society – Law Enforcement of the Year, 1998

12 prior honors and awards including the Governor’s Award for Most Effective Crime Fighting Program in State of California – Aggressive Stolen Auto Program (ASAP), 1991

THOUGHT LEADERSHIP . Harvard University Working Group Executive Session, Future Evolution of Policing, 2007 – 2014 . Harvard University Working Group Executive Session, Human Relations and Civil Rights, 2006 – 2008 . Professorships (graduate and undergraduate level) at California State University of Long Beach, Long Beach City College, Fullerton College, and National University (most years 1998 – 2009) . Five (5) published writings through Harvard University, Police Chief Magazine, Federal Bureau of Investigation (2006 – 2010) Page 5 of 6 Anthony W. Batts, D.P.A 424-332-6286 ASSOCIATIONS Boy Scouts of America | California Police Chiefs Assoc., Executive Board International Assoc. of Chiefs of Police | Major Cities Chiefs Assoc. | County Chiefs of Police Assoc. Police Executive Research Forum | National Organization of Black Law Enforcement Executives Alameda

Page 6 of 6 Anthony W. Batts, D.P.A 424-332-6286 George Beckhart

June 15, 2018

Colin Baenziger & Associates 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, FL 32118

RE: City Manager Naples, FL.

To Whom it may concern,

I am confident that my background and work experience will prove valuable to Naple’s goals and objectives. As you can learn from my background, I posses the necessary experience, work skills and character for this position.

As part of the team for the city of Naples, I will bring added value to their ventures through successfully working to build relationships, providing strategy, leadership, implementing plans and creating mission and vision awareness.

I look forward to meeting with you personally to discuss career opportunities with the city of Naples.

Sincerely,

George Beckhart

George Beckhart. 20291 NW 8th Street. Pembroke Pines, FL. 33029 [email protected] 954-444-7072 George Beckhart

Executive Profile

• Energetic, passionate and driven to excellence. Improve operational efficiency through plans and program implementation.

• Hands-on manager, strategic and critical thinker. Develop pragrams for operational analysis and team management. Creative leader with analytical abilities that produce bottom-line results.

• University of Miami International Business MBA.

Proven Areas of Knowledge

• Planning & development • Trend & competitive analysis • Distribution Growth • Budget Management • Operations management • Project management • Revenues and margins • Training and development

PROFESSIONAL HISTORY

Cenvill Recreation (Century Village of Pembroke Pines) Vice President Apr 2013 - Present Manage facilities for Centruty Village Pembroke Pines; a 7780 unit community with a population of over 12,000 residents, a 175,000 S.F. clubhouse with a 1,040 seat capacity theater, an 18 hole championship golf course with restaurant, health club, 27 pools, landscaping, irrigation, security, transportation internal & external, public roads, etc.. Interact with Cenvill – the owner of the infrastructure as well as the resident operating committee for the community. Prepare budgets, full P&L responsibility, disperse funds for normal facilities operations as well as capital and other improvements approved by the resident committee. Implement cost savings systems to make the operation of this facility more efficiently both financial and labor. Direct supervision of 120 direct and inderect employees as well as interaction with an array of contractors, property managers and city and county officials among others.

BCG Professional Management – General Manager Apr 2003 – Mar 2013 Private Consulting, Project Management and Property Management Company. Managed mixed portfolio (Associations, third party rental, commercial and private investments) of up to 640 units producing over $7mm in yearly rental revenue. Prepared, presented and maintained budgets. Implemented aggressive collection system (under 3% delinquent), disbursed operating and capital expenses, managed personnel delivered on time reports to owners ready for audit. Decreased operating costs at all levels; reduced personnel, changed suppliers, implemented resource saving devices (water, electric, etc), inventory management, negotiated contracts saving the owners over 10% ($242,000) on a $2mm building. Implemented money saving plans throughout all properties represented. Saved building owners over $42,000.00 of neglected fines thanks to effective negotiation and fostering relationships with city officials. Prepared two buildings for the 40 year re-certification before schedule to deliver a lower cost project. Supervised capital expenditures such as parking lots (160,000SF), roofs (60,000SF), Air conditioners (260 units), landscaping (14 acres), installing new water-main lines. All projects delivered on time and on budget ready for any audit. Full P&L reporting to bank and/or owners.

DIRECTED ELECTRONICS, INC. International Sales Manager Jan 2002 – Mar 2003 Lead new international department, organized company’s subsidiaries in the U.K. (Europe and Middle East), Japan (Pacific Rim), Canada and Mexico. Developed and implemented new plans to gain 21% revenue thus respecting company’s margin policies. Merged efforts for all international divisions to make a stronger purchasing power without ignoring each specific country’s needs. Created budget for this division and assumed responsibility for P&L. Revenues for FY 2002 increased by 22%.

George Beckhart. 20291 NW 8th Street. Pembroke Pines, FL. 33029 [email protected] 954-444-7072 George Beckhart

CLARION CORPORATION V.P. Sales & General Manager - Latin America Jan 1995 – Dec 2001 Opened Latin America operations (aftermarket) as sales manager to grow up to VP for division. Opening a market required market analysis, product adaptation and detailed marketing and strategic plan to enter a field crowded with competition. Gained over 1% market share, grew revenue 7 million within first year with a steady growth up to $27mm. Gained profitability through implemented strategic marketing plan. Drove productivity trough outsourcing, contract negotiation, and pursuing new markets. Developed a detailed business plan for upper management analysis and approval. Lead product test marketing to product launch. Identified strategic partners and distributors in the region while implementing sales training tools needed for the distribution channel. Full P&L responsibilities for Latin America. Quickly established key distribution partners and doubled revenues in the first year of operation. Took over Latin America sales for McIntosh Laboratories created revenues from negligible levels to $1.7mm within the first year acheiving revenues of $5mm.

INTER AMERICAS ASSOCIATES Start-up, privately owned factory representative within Latin America and Caribbean territory. Car audio (Eclipse, Precision Power, MB Quart), home audio (Nakamichi, JBL), professional audio systems and video products (JBL Professional, Electro Voice, Altec Lansing, Barco and Sun Lighting).

Director – Miami, FL. Oct 1988 - Jan 1995 Achieved sales and market penetration through positioning the products as high image and lucrative to business conscious distributors. Generated over 20 million in annual revenues and consumer awareness within a two year period. Built over 80 financially sound and quality oriented distributors in the territory by offering direct accountability and timely follow up with the manufacturers. Managed customer’s inventory and accounts payable to maximize sales and cash flow through consultative sales visits, training and face- to-face communication.

MEXICO HORIZON HOLIDAYS Private tour wholesaler / operator with own offices in 15 locations throughout Mexico. Catering to incentive, convention and association groups in the U.S., Canada and Europe traveling into Mexico.

Director – San Diego, CA. May 1983 – Oct 1988 Opened operations in the United States in order to gain additional market share and better service the accounts in the US, Canada and Europe. Increased market share, diversified product mix, and developed new products (service offerings). Recruited and trained sales and operations staff. Improved operational efficiency through automation and procedure development. Promoted alliance with key suppliers through joint efforts in promotion of destination and related services. Developed business relationship with incentive and corporate customers through an aggressive market plan. Developed marketing plan including direct mailings and Tele-marketing and increased sales to 12 million with profit.

EDUCATION AND DEVELOPMENT University of Miami, MBA International Business Specialization, Graduation Dec. 2000. National University, BBA Business and Administration with emphasis in marketing. San Diego, CA. 1990 American High School Foundation – Mexico City, Mexico. 1980

MULTI CULTURAL Having lived and worked in the US since 1980, with extensive experience working in Latin America, Europe and Asia. Multi-language-multi-cultural work experience has provided valuable background and perspective to work in culturally diverse environments.

LANGUAGES: Fluent in English and Spanish.

George Beckhart. 20291 NW 8th Street. Pembroke Pines, FL. 33029 [email protected] 954-444-7072 George Beckhart

References

Jose Duarte Vice President Mercantil Commercebank 220 Alhambra Circle Coral Gables, FL 33134 Office: 305-460-8771 Email: [email protected]

I met Mr. Duarte on September 2007 while managing a property that was taken over by Mercantil Commercebank. I developed an excellent working relationship with Mr. Duarte and the rest of his team on the special assets division. Thanks to our excellent relationship, I was able to mange multiple properties for Mercantil Commercebank.

Jim Minarik Chairman & C.E.O. D.E.I. Holdings 1 Viper Way Vista, CA. 92081 Office: 760-598-6200 Email: [email protected]

Mr. Minarik and I have known each other since early 1992. In January of 1995 Mr. Minarik asked me to join his team at Clarion Corporation where I ultimately became their Vice President for Latin America. Mr. Minarik later purchased Directed Electronics – part of D.E.I. Holdings where I followed him as his International Sales Director. Mr. Minarik has been a mentor to me during my electronics career.

Matt Matsuda President Clarion Corporation of America 6200 Gateway Drive Cypress, CA 90630 Office: 310-327-9100 [email protected]

I met Mr. Matsuda on January 1995 when I started my employment with Clarion. I reported to Mr. Matsuda after reporting to Mr. Minarik. Mr. Matsuda was my liason between my division and global headquarters in Tokyo. Matt took me under his wing and patiently taught me how to effectively communicate my needs to the ultimate decision makers in Tokyo.

George Beckhart. 20291 NW 8th Street. Pembroke Pines, FL. 33029 [email protected] 954-444-7072 Thomas H. Blackstock, Jr. 456 Guilford Circle https://www.linkedin.com/in/tomblackstock Marietta, GA 30068 [email protected] 678 438 8793 SUMMARY Seasoned Leader and Manager with over 36 years of experience developing high performance teams in the business and military sectors. Exemplary record of leadership at increasing levels of responsibility. Experienced in developing high value, strategic initiatives in new and challenging conditions with unique critical thinking, problem-solving and relationship-building skills. Decorated veteran with innate ability to identify issues, develop solutions, optimize resources, drive efficiencies and lead teams that deliver remarkable results. Specialties: Strategic Planning and Organizational Development, Change Management, Executive Level Program and Project Management, Performance Measure Development and Analysis, Leadership Training, Regulatory Compliance, Business Process Improvement, Dispute Resolution EDUCATION Bachelor of Civil Engineering Degree, Georgia Institute of Technology, Atlanta, GA Master of Business Administration Degree, Touro University International, Cypress, CA Master of Strategic Studies Degree, US Army War College, Carlisle Barracks, PA Numerous professional development courses with the US Army Command and General Staff College, US Marine Corps University, US Army War College, US Air War College, US Naval War College, US Joint Forces Staff College, National Defense University and Defense Acquisition University. Licensed Professional Engineer, Commonwealth of Virginia Certified Defense Financial Manager, American Society of Military Comptrollers Active U.S. Government Top Secret Security Clearance EXPERIENCE Senior Project Manager, David Pattillo and Associates (01/23/2017 – Present) - Provide professional construction management consulting services to various complex, multimillion dollar projects. Services include project management, contract administration and management, cost control, analysis of scheduling delays and conflicts, analysis of change orders, and dispute resolution support. - Analyze costs, schedules and quality of construction and develops strategies for successful project completion. Provide forensic analysis and dispute resolution services to support mediation, arbitration and litigation. Provide construction management oversight, develops solutions to overcome barriers to success and informs clients of positive results. - Projects include multifamily housing, commercial buildings, airfields, roads, bridges, pipelines, parking structures and other facilities in the public and private sectors. Experienced in working with owners, architects, engineers, other design professionals, attorneys, insurers, sureties, contractors, regulatory agencies, government entities and end users. - Responsible for marketing and business development focused on services and support to local, state, and federal government clients. President/Chief Executive Officer, 78th Troop Command, Georgia National Guard (07/01/2016 – Present) (Brigadier General) - Lead and manage a force of 2,500 Soldiers; supervise all staffing, training, equipping, and operating for units throughout the State of Georgia; prepare units for deployment in support of domestic operations and expeditionary contingencies overseas. Lead task forces in support of domestic contingency operations. Responsible for the management of an annual budget of over $10 million and a property inventory of over $100 million. Instructor of Management, Department of First-Year and Transition Studies, University College, Kennesaw State University (08/01/2016 – 05/11/2017)

- Taught classes in seminar setting requiring excellent public speaking, teaching, written communication, time management and organizational skills. Taught students in the first year and transition studies program; prepared appropriate learning materials and equipment; graded tests and assignments; resolved student issues; attended seminars; and performed managerial and administrative functions.

Chief Financial Officer, Georgia National Guard (04/01/2014 – 08/31/2016) (Active Duty Colonel) - Reported directly to the Chief, National Guard Bureau (Four Star General); supervised a staff of 75 professionals that support a force of 15,000 Soldiers, Airmen and Civilians responsible for the management, administration, coordination, planning, execution and supervision of all Federal funds and property with an annual budget of over $500 million and a property inventory of over $3 billion. - Served as the principal advisor to the Adjutant General of Georgia (Two Star General) and the Army and Air National Guard of Georgia regarding federal property and fiscal operations for the state.

Executive VP/Chief Operating Officer, Georgia National Guard, Atlanta, GA (11/02/2012 – 03/31/2014) (GS 15 Military Technician and Traditional Guard Colonel) - Supervised a staff of 50 professionals that support a force of 15,000 Soldiers, Airmen and Civilians responsible for the management and direction, administration, coordination, planning, development, execution and supervision of all Joint Staff programs that prepare the state for contingency operations in either a federal or state emergency and federal military mobilizations. - Served as the Chief and principal spokesman of the Joint Staff and acted in the absence of the Director of the Joint Staff in all matters. Supervised the Manpower and Personnel; Intelligence; Operations; Logistics; Strategic Plans, Policy, and Interagency Interoperability; Command, Control, Communications and Computers; Doctrine, Training and Force Development; Force Structure, Resources, and Assessment; and Family and Soldier Programs Directorates.

Senior Advisor for Intergovernmental Affairs, NATO International Security Assistance Force (ISAF), Kabul, Afghanistan (03/10/2012 – 11/01/2012) (Active Duty Colonel) - Synchronized compliance with the NATO Military Technical Agreement. Coordinated with central points of contact for the Government of the Islamic Republic of Afghanistan, Supreme Headquarters, Allied Powers in Europe, Allied Joint Forces Command Brunssum, NATO Support and Procurement Agency, United Nations Assistance Mission in Afghanistan, US Embassy, other embassies and organizations. - Served as the US Senior National Representative at HQ, ISAF supervising personnel actions, awards, housing support and travel funding for approximately 1000 US Joint Service Members and Civilians.

Senior VP, Plans, Operations and Training Georgia National Guard, Atlanta, GA (05/10/2010 – 03/09/2012) (GS14 Military Technician and Traditional Guard Colonel) - Supervised a staff of 25 planning, training and operations professionals responsible for planning, coordinating and resourcing all plans, training and operations for a force of 11,200 Soldiers. - Developed policies, prepared budgets and prioritized requirements to meet mission goals and objectives and managed accountability and execution of an annual budget of over $85 million. th - Simultaneous military assignment as Commander, 78 Troop Command (Brigade) VP, Property and Financial Management Operations, Georgia National Guard, Atlanta, GA (09/29/2008 – 05/09/2010) (GS14 Military Technician and Traditional Guard Colonel) - Served as the principal advisor to the Commanding General and senior staff regarding property and fiscal operations for the state and served as the Deputy US Property and Fiscal Officer/Deputy Chief Financial Officer responsible for planning, programming, coordinating and directing state property and fiscal operations and functions for the state Army National Guard (ARNG) and Air National Guard (ANG) with an annual budget of $500 million, a capital budget of $50 million and a property inventory of over $1 billion. th - Simultaneous military assignments as Commander, 265 Engineer Group (Combat), then as Commander, 265th Support Group (Regional) and then Commander, 78th Troop Command (Brigade)

VP, Facilities Planning, Design, Construction, and Maintenance Management, Georgia National Guard, Atlanta, GA (07/28/2002 – 09/28/2008) (GS14 Military Technician and Traditional Guard Colonel) - Served as principal advisor to the Commanding General and senior staff on all aspects of construction, facilities management, environmental compliance and other associated programs and managed program planning, development, administration, coordination, execution, and quality control of the programs, including policy development, project management, total requirements budgeting, contracting, and financial/cost accounting including an annual budget of $20 million, a capital budget of $30 million and a real property inventory of over 800 buildings in 60 cities. - Managed the largest construction program to date in the history of the Georgia Army National Guard and managed the acquisition of over 100 acres of property and over 750,000 square feet of buildings. - Supervised a work force of technical experts including professional architects, engineers, engineering technicians, environmentalists, skilled craftspeople, and persons in administrative specialties such as budgeting, contracting, data processing, real estate, and personnel. th - Simultaneous military assignments as Commander, 648 Engineer Battalion (Sapper), then as Deputy Commander, 265th Engineer Group (Combat) and then as Exec Officer, 78th Troop Command (Brigade)

Various Positions Responsible for Engineering, Construction, Technical Services, Research & Development, and Program & Project Management, (06/01/1982 - 07/27/2002)

Professional and Volunteer Affiliations • Brigadier General and Commander, 78th Troop Command, Georgia National Guard • President, National Memorial Day Association of Georgia • Life Member, Army Engineer Association • Life Member, Past Quartermaster, Adjutant and Commander, VFW Post #4872 • Member, Atlanta Regional Military Affairs Council • Member, Cobb Honorary Commanders Association Alumni • Member, Georgia Tech Military Affinity Group • Member and Past Treasurer, National Guard Association of Georgia • Member, National Guard Association of the US • Member, Senator David Perdue’s Service Academy Nomination Board • Past Member, Cobb Honorary Commanders Association Board of Directors • Past Master Planning Chair and Stephen Minister, Endowment Fund Board Member, Senior Warden, Junior Warden, Preschool Board Member, Vestry Member, Treasurer, Christian Education Chair and Adult Church School Teacher, St Catherine’s Episcopal Church • Past Adjutant, Vice Commandant and Commandant, The Gate City Guard of Atlanta MR. Raymond Dempsey Bossert JR., M.P.A, M.S.S (Colonel USA) 7404 Gillingham Row Alexandria, VA 22315 Day Phone: 706-215-4567 Mobile: 571-239-2623 Email: [email protected] Availability: Negotiable

SUMMARY OF QUALIFICATIONS: Accomplished professional with over thirty-three years of successful leadership in executive level management, policy development, international relations, engineering, facility management, fiscal oversight, security planning, emergency management and response, project management and training with multiple military and civilian organizations. Proven leader and experienced in team building, educational instruction, construction quality assurance, security & safety planning, emergency management and project management. Customer focused and results oriented team player with exemplary leadership, planning, training, organizational, and problem solving abilities.

SKILLS: International engagements, policy writing and development, construction project management, fiscal management, emergency management/ response/planning, computer skills, Top Secret security clearance and extensive senior executive level engagement experience. Proven leader in stressful situations where solving for “Yes” was the only business model.

Work Experience:

The National Guard Bureau Chief of Strategic Planning and Policy for Human Capital Management 111. S. George Mason Drive, Arlington VA 22204 08/2017 – Present

National Guard Bureau Personnel and Manning Directorate Duties, Accomplishments and Related Skills: Principal advisor to the Personnel and Manning Director, Director of the Joint Military National Staff, Vice Chief of the National Guard Bureau and Chief of the National Guard Bureau for all military personnel policy and issues. Responsible for the development, coordination, implementation and oversight of military personnel policies and guidance for the 460K members of the U.S. National Guard.

- Division Chief leading a ten person Joint interagency team. Responsible to produce, inform and provide Military and Civilian senior leader’s analysis on current and pending policies. Involved in promotion, retirement, payroll, service polices from development to implementation. - Lead instructor for an emergency management course that taught quarterly to the States improving their personnel and manning policies and procedures during emergencies. - Managed a $300K budget. Supervisor: Major General Kevin McNeely (703-607-0780)

Georgia Department of Defense Director on the Joint Staff for Strategy, Planning and Engagements 1000 Halsey Ave, Joint Forces HQ, Marietta, GA 30060 01/2017 – 08/2017

J5 Director of Strategic Planning and Policy Duties, Accomplishments and Related Skills: Director of Strategic Plans and functions as the Georgia Department of Defense, Joint Forces Headquarters, principal staff officer in the areas of joint force development; supporting operational planning; joint doctrine; staff training and emergency management exercises.

- Conducted Bi-lateral engagements with the countries of Argentina and the Republic of Georgia building strategic plans, exercises and institutional development across their interagency’s. - Planned and executed a national level emergency management exercise focused on a level III hurricane devastating Georgia involving over 200 Local, State and Federal Agencies. Supervisor: Major General John King (Doraville, GA Police Chief) (770-318-3206)

Peacekeeping and Stability Operations Institute US Army War College, Upton Hall, Carlisle, PA 17013 04/2015 - 12/2016

Senior Advisor on Engineering and Infrastructure Duties, Accomplishments and Related Skills: Served as the Division chief with The United Nations, North Atlantic Treaty Organization, and Department of State, U.S. Agency for International Development (USAID), U.S. Institute of Peace, and other interagency and non-governmental organizations on all matters dealing with Department of Defense Stability Operations and Disaster response and relief.

-Travelled to over 10 countries to plan and conduct integrated training and education to joint armed forces, interagency, intergovernmental, and multinational organizations. -An advisor to over 1200 resident and non-resident students at the US Army War college and guest lecturer on engineering, disaster management, theater security cooperation in foreign countries and stability topics. Supervisor: Colonel (Retired) Dan Pinnell (337-718-1818)

US Army Central Command 7115 South Boundary Road, CCJ4 Engineers Division, Tampa, FL 33621 10/2012 - 03/2015

Deputy Command Engineer Duties, Accomplishments and Related Skills: Developed and managed the civil engineer support plan which identified engineer support requirements, standards of construction, potential shortfalls in engineer capability, mitigating actions, and risk to 350 engineer projects valued at $5.6 billion in 20 countries for the United States Central Command (USCENTCOM).

-Directed and supervised six senior-level managers and one mid-level manager in overseeing five programs consisting of 85 projects which supported the CENTCOM mission and developed engineering requirements in support of Combatant Command Theater Campaign Plan objectives and Long-Term Master Planning effort. -Executed efforts in 20 countries: over 350 projects valued at $5.6 billion: and supervised over 10,000 military engineers supporting 100,000 multi-national military personnel and government employees in the Middle East and South West Asia. -Administered the $1 Billion reconstruction budget and construction program for the AL Anbar Iraq region over a 12-month period dealing with the US military, Iraqi ministries and security forces as well as other governmental and non- governmental agencies. -Responsible for the real estate management program for the 20 country South West Asia region and over 250 bases and camps as well as over $ 2 million acres of US property being leased or managed in the region Supervisor: Colonel Alan Webster (703-963-0168)

Georgia Army National Guard 100 Aquatic Circle 560th Battlefield Surveillance Brigade (BFSB), Cumming, GA 30040 01/2012 - 12/2014

Brigade Commander Duties, Accomplishments and Related Skills: Commanded, trained, and led various military organizations (Reconnaissance, Intelligence, Communications and Logistics) totaling over 2500 soldiers, and civilians in all facets of military operations, logistics, property accountability, equipment maintenance, and personnel administration.

-Responsible for deliberate and crisis action planning activities in support of State emergency response operations plan (OPLAN) and the development and contingency operations, focused on engineer and policing support and responsible for over $250 million in government equipment. - Responded to and supported the ice storms of 2014 as the lead military agency in the North Georgia Region. Conducted over 100 missions in support of civil authorities to the surrounding counties and state agencies. Supervisor: Major General Joseph Jarrard (404-844-6330)

Georgia Army National Guard 1000 Halsey Ave, Joint Forces HQ, Marietta, GA 30060 04/1996 - 01/2012

Unit Commander and Senior Staff Officer Duties, Accomplishments and Related Skills: - Recognized twice for valor in operations in Iraq and Afghanistan in dangerous, extreme conditions and high stress environments involving training and executing missions with local national forces. - Planned and executed multiple planning workshops to better synchronize all the interagency efforts in the region. Managed a $10-Million-dollar budget for execution of these exercises. -As the Operations Officer in the 265th Engineer Group, directed staff support of numerous construction projects, combat missions, geospatial, bridging, humanitarian assistance and reconstruction, administrative, and logistics of over 5500 engineers, 2500 pieces of equipment, and a $75 million budget in support of Operation Iraqi Freedom. Supervisor: Brigadier General Thomas Carden (404-783-7178)

Early Career 1989 thru 1996

Disaster Assessment Officer for the Small Business Administration; January 1994 – September 1994 SBA, Atlanta Georgia - Conducted damage assessments in multiple states to assess individual needs for SBA loans after natural disasters. - Produced reconstruction assessments evaluating the amount of Loan/Grant money that the applicant was applying for. - Individually deployed and responsible for my own travel budget and operational budget ($500K) when the need called for an offsite local office to be established for disaster claim submissions.

Owner Plants By Design, Interior landscape company; July 1993 – January 2007 Douglasville, GA 30135 - Founded the Company in 1993 and grew to over 15 employees and gross sales of over $1 million annually. - Serviced the entire metro Atlanta Area (a 6000 square mile footprint) and provided interior landscaping and maintenance services for offices, restaurants and hotels as well as high end residential properties. - Responsible for a 40 acre, 10,000 square foot greenhouse operation with over $2.5 Million in assets.

US Army 82nd Airborne Division Engineer officer; June 1989- July 1993 307th Engineer Battalion, Fort Bragg North Carolina - Supervised from 30 to 200 soldiers in the Airborne Engineer Battalion and responsible for over $50 million dollars of equipment. - Deployed to numerous countries conducting engineer projects and involved in operational missions. - Trained in qualifying soldiers to exit aircrafts in all conditions focused on enforcement of safety procedures and establishing unit policies. Recognized as a Master Parachutist and air movement and load specialist. - Trained in establishing landing zones, runways and hasty runway repair to allow aircraft to enter the unconventional areas of operations. -Deployed and directed engineer relief operations after Hurricane Andrew in Florida alleviating suffering and providing immediate engineer and security response to impacted populace in Homestead Florida area.

Education: Shippensburg University Shippensburg, PA United States Master's Degree 12/2016 Major: Public Administration Minor: Local, State and Federal Government

US Army War College Carlisle, PA, United States Master's Degree 07/2012 Major: Strategic Studies Minor: Strategic Leadership

University of North Georgia Dahlonega, GA, United States Bachelor's Degree 06/1989 Major: Political Science Minor: History

Valley Forge Military Academy and College Wayne, PA, United States Some College Coursework Completed 06/1985

Job Related Training: • Dual Status Command Certification, FEMA level III Certified, National Response Framework / Incident response (2014) • US Army Joint Planning Course, Senior level staff and Civil Support and Interagency Planning (2013) • US Army Engineer Officer Advanced Course, Advanced Construction and Project Management Skills (1999) 3

Language Skills: Arabic-Lebanese: Novice speaking skills

Affiliations: -National and State Level National Guard Associations - Life Member -The Veteran of Foreign Wars - Life Member, Post Secretary and Quartermaster -Army Engineer Association (AEA) - Life Member -Valley Forge Military Academy Alumni Association - Senior Alumni Board Advisor

Professional Publications: - Editor of the Stability Issue of the Stability Operations Lessons Learned, August 2016 Issue - Contributing editorial provider to the US Army War College "Parameters" quarterly publication. - Guest Speaker on Stability, Transitions from Crisis to Steady State and Disaster Response at the Nigerian Defense University, Swedish Ministry of Defense, Naval Post Graduate School and U.S. Maneuver Center of Excellence, Fort Benning GA in 2015/2016

Additional Information: - Top Secret (SCI) Security Clearance for over 15 years with Background Checks - Winner of the 2014 Georgia “Minute Man” Award (Employee of the Year), best National Guardsman in Georgia. - Certified Civil-Military coordinator for the United Nations Humanitarian and Disaster operations - Faculty Instructor for resident and distance education curriculum to students of the U.S Army War College (Colonels in the Military) and is the Humanitarian Assistance/Disaster relief subject matter expert and Middle Eastern area of operations expert. - FEMA Level I certified Contingency Operations Planner

References: Supervisor: Major General Kevin McNeely (703-607-0780), [email protected] Supervisor: Major General Wendul Hagler (571-205-2557), [email protected] Supervisor: Mr. Kevin Crowley (703-607-3652), [email protected] PEER: Mr. Chris Voso (404-623-1400), [email protected] PEER: Mr. James van Emburgh (770-634-7553), [email protected] PEER: Mr. Mark A. Merlino, 978.501.0486 (cell), [email protected] Subordinate: Mr. Mehdi Kohanbani, (703) 604-8381, [email protected]

71 Surrey Drive (860) 757-3732 (Home) Wethersfield, CT 06109 (860) 707-2176 (Cell) [email protected] Jeffrey K. Bridges Jr., ICMA

Education Masters of Public Administration, Marist College Poughkeepsie, NY Bachelors of Arts, History and International Relations, SUNY Plattsburgh, Plattsburgh, NY

Municipal Town Manager, Wethersfield, Connecticut, August 2009 to June, 2018 Experience Chief Executive Officer for the Town of Wethersfield, a first tier suburb of Hartford,

CT of 26,500 people with 163 employees (not including 100 person volunteer fire

department reporting to the Town Manager) and total budget of $104,000,000. ($45,000,000 for general operations, $59,000,000 for Board of Education). Finance and Budget  Developed program based budgets to understand how funds are spent and to track program outcomes. Attained the GFOA award for Budget Presentation.  Rebuilt capital improvement funds, road maintenance funds, and general fund balances for better care of town facilities and credit ratings. Management Effectiveness  Negotiated Changes in union contracts to reduce to reduce post retirement health benefits and instituted a define contribution benefit pension.  In collaboration with the Board of Education Staff and Building Committee, facilitated the financing and contract administration of a $84,000,000 renovation of the Town's High School.  Currently concluding the purchase of the Town's street light system and begin conversion to LED lighting. Partnership and Collaboration  Through retirement reductions and working with unions reorganized several departments to achieve efficiencies and lower costs.  Worked with 13 other Town to create CT Prime, a wholly Town owned insurance captive to provide stop loss insurance to member towns.  Merged the Information Technology Departments for the Town and Board of Education of the Town of Wethersfield into one unit.  Currently merging Board of Education Custodians and Town Public Works Department under the management of Town Public Works.

City Administrator, Andover, Kansas, April 1997 to June 2008 Chief Administrative Officer for the City of Andover, KS; a rapidly growing suburb of 10,200 people with a total budget $14,500,000 ($4,100,000 General Fund) and 70 employees contiguous to Wichita, KS. Finance and Budget  Crafted and implemented debt management, growth management, and infrastructure maintenance plans to preserve the credit quality of the city while providing for continued growth.  Revamped the city's pension benefits to keep costs down and enhance employee retention and recruitment of personnel. Municipal Development  Crafted and implemented a comprehensive annexation plan.  Implemented the Andover Parks and Open Space Master Plan including the purchase and development of a new 80 acre city park.  Managed the transition of a County Fire District to a city fire department creating the Andover Fire and Rescue Department. Jeffrey K. Bridges, Jr. Page 2

 Oversaw the design and construction of a new police station and a state of the art 911 emergency communications center. Partnerships and Collaboration  Served as liaison to local economic development agency and other civic groups.  Worked with the local school district and the county government to develop a new high school, middle school, and elementary school campus including the infrastructure thereto.

Town Supervisor, Wawayanda, New York, January 1992 to March of 1996 Chief Elected, Executive, and Budget Officer for the Town of Wawayanda, NY, a community of 6,500 residents approximately 60 miles north west of New York City, in transition from an agricultural community to a suburban Town. The Town had at the time 35 employees and a budget of $2,806,009 dollars. ($1,024,722 general fund). Budget and Finance  Implemented formal budget and capital improvement processes.  Developed a fleet replacement program. Management Effectiveness  Improved wastewater treatment systems as required by regulatory agencies.  Significantly enhanced land use practices for the Town. Partnerships and Collaborations  Worked with local historians on several preservation projects.  Worked with other Town Supervisors in the County to develop a County-Wide sale tax revenue sharing program/

Additional Vice President, Municipal Finance, DeWaay Financial Network (Now Central Experience States Capital). June 2008 to July 2009. Advised on and managed the issuance of municipal bonds including general obligation, revenue, and economic development bonds. I also advised client municipalities on other financial matters including impact fees, debt and growth management policies, revenue alternatives, and capital improvement programming. I held a Series 7 and Series 63 securities licenses.

Budget Analyst, State of Kansas, June 1996 to April 1997 One of sixteen budget analysts for the Governor’s Division of the Budget. Researched various budget related issues including fiscal impacts related to sales tax exemptions and the implementation of a “conceal – carry” firearms bill. Crafted appropriation legislation related to the adoption of the Governor’s recommended budget. I worked with legislative committees and staff through the budget adoption process. Finally I ensured compliance with Kansas law as it relates to budget issues.

Manager, Amerada Hess Corp., Vails Gate, New York, February 1991 to January 1992 Managed one of the highest volume stations in the region. Responsible for inventory control, employee recruitment and development, environmental compliance, cash control and security measures. Jeffrey K. Bridges, Jr. Page 3

Affiliations Board Member, CT Prime, Municipal Stop Loss Insurance Company Commissioner, Connecticut Board of Fire Prevention and Control Past Chairman, Central Connecticut Solid Waste Authority Past President, Connecticut Town and City Management Association Member International City Managers Association Past Member - International City Clerks Association Andover Kiwanis Club New Hampton , New York, Volunteer Firefighter 1993-1996 Butler County, Kansas, Community Emergency Response Team Member, 2006-2009

Robert Bullon Santa Clarita, CA ◊ 310-748-2689 ◊ [email protected] ◊ www.linkedin.com/in/robertbullon/ Creative Strategist | Business Planning & Leadership | Emerging Markets | Global Perspective

Collaborative and business-savvy with deep experience guiding strategic advertising, creative development, and business growth for traditional, digital, mobile, and emerging media. Exploits the intersection of marketability and creative vision to attract, retain, and compel media consumers. Leads and empowers creative, operations, and technical teams.

ü Strategic Manager: Built systems and teams for Univision and NBC Universal, setting the stage for explosive growth. ü Creative Partner: Formulated DirecTV’s Latin American on-air and digital promotion strategy to grow viewership. ü Business Leader: United strategy with tactical execution as a direct conduit for executive vision.

Industries: Travel & Tourism ◊ Sports ◊ Media & Entertainment Value Offered: Executive MBA ◊ Full Spanish Fluency ◊ US Hispanic & Latin American Market Expertise Functional Expertise: Creative Services ◊ Finance ◊ Marketing ◊ Human Resources ◊ Operations ◊ Strategy

PROFESSIONAL EXPERIENCE

JAMESTOWN PRODUCTIONS 2017 to Present Director of Post-Production Manage a post-production department for organization in rapid growth —including new business with 3 Sony Networks. Employ change management strategies to steer staff through organizational transition and acclimate existing teams to new structure. ü Rightsized and restructured team to facilitate well-managed finishing services that delight clients and retain business. ü Defined and presented key performance indicators (KPIs) to introduce operational rigor and measure outcomes. ü Initiated quality control practices and forged relationships throughout company to execute on creative vision.

DOUBLECROSS MEDIA 2015 to 2016 Consultant Provided media operations, talent acquisition and development, brand development, and strategic marketing-planning consulting services for start-ups while pursuing executive MBA. Supported launch of SuperFiction, a digital content studio; sourced and hired talent, and delivered presentations to potential investors.

EL REY NETWORK (UNIVISION) 2013 to 2015 VP, On-Air Promotions & Creative Services Recruited to build and lead on-air promotions team for $480M English-language network targeting second- and third- generation Latinos. Managed 30 direct reports, establishing clear expectations and empowering top talent. Integrated West Coast teams, workflows, and operations with Univision’s Miami headquarters. ü Partnered with Univision shared services including legal, programming, and marketing to institute systems and practices that enabled seamless operations. ü Structured and steered business and creative strategies to increase market share, attract and retain viewers, and deliver a consistent voice and brand across multiple channels. ü Conceptualized and led creation of on-air, digital, and social media strategies to reach 44 million homes. ü Oversaw project manager charged with designing and constructing state-of-the-art production facility. ü Spearheaded post-production for network originals including From Dusk ’til Dawn, Lucha Underground, and Director’s Chair with Robert Rodriguez.

Robert Bullon Page 2 of 2 ◊ 310-748-2689 ◊ [email protected]

BUELAX ENTERTAINMENT 2012 to 2013 Executive Producer | Partner Launched full-service creative design, branding, and marketing firm serving business communication clients. Partnered with business leaders to develop diverse digital and traditional content that drove brand awareness and viewer engagement. ü Incorporated DirecTV Latin America’s rebranding strategy and campaign into organizational workflow, establishing a consistent look and feel across all media. ü Collaborated in the launch efforts of a digital network for Argentina’s Construir TV, a platform designed to promote labor, educate tradespeople, and build community.

DIRECTV 2011 to 2012 Manager, On-Air Promotions—Latin America Recruited to build and lead on-air promotion team to drive brand awareness and viewership for satellite provider establishing presence in Latin America and the Caribbean. Developed promotional and creative strategy, partnering with distribution, sales, and marketing teams to deliver integrated content aligned with business priorities. ü Architected strategies that resonated with target demographics, reducing viewer churn and retaining new viewers. ü Vaulted team output by 700% while reducing expenses, streamlining operations, and decreasing headcount. ü Expanded social media and digital assets to reach Latin American audiences.

NBC UNIVERSAL 2007 to 2011 Senior Producer, On-Air Promotions—NBC Mobile Networks Led creative strategy development and production of digital entertainment, programming, online content, and social media for NBC, CNBC, MSNBC, and NBC Olympic mobile properties. Hired and directed creative teams. Devised and executed creative on-air strategies that boosted viewer retention and brand awareness. ü Spearheaded production that generated $80M in revenue and $50M in operating profit. ü Key contributor to digital marketing for major Universal Pictures releases including The Bourne Ultimatum, Fast and Furious, The Incredible Hulk, and Despicable Me. ü Launched 2 digital networks providing 24/7 Olympics coverage in Beijing and Vancouver.

Senior Producer, On-Air Promotions—Emerging Networks Reporting to the SVP of Networks and Marketing, produced over 10,000 marketing deliverables annually to support 5 networks and 3 websites. Collaborated with senior leaders to align creative outputs with strategic vision. ü Creative lead on series launch campaigns, integrated marketing, and digital content creation for 5 emerging networks—including Universal HD and Chiller. ü Generated significant savings by maintaining production planning, execution, and staffing in-house.

Earlier Experience:

CORTALA EDITORIAL: Directed production for Fox Sports, Sony, PBS (highlights, promos, TV spots, and trailers). STUDIO V12: Produced branding campaigns and packages for X-Games, Verizon Hispanic, and VH1. STRATEGIC SPORTS GROUP: Coordinated logistics for international soccer teams playing in the United States. CANTOR IMPORT: Oversaw import logistics for international perishable goods.

EDUCATION

EXECUTIVE MASTER OF BUSINESS ADMINISTRATION | University of La Verne—La Verne, CA BACHELOR OF LIBERAL STUDIES | Boston University—Boston, MA Michael E. Cantrell

87 Ridgeland Farms Rd, W

Montgomery, Alabama 36105

Phone: 402-679-9347

E-mail: [email protected]

Career Objective

Secure a position that allows me to utilize my 30 years of experience, visionary approach and leadership abilities to lead an organization to unprecedented achievement in efficiency and effectiveness.

Education

1990- Bachelors degree Major in Sociology, Minor in Psychology.

Work History

2015-Present- Southeast United States Executive Director, Rite of Passage, I am responsible for program development and operational and fiscal oversight of juvenile programs in Nebraska, Louisiana, Arkansas, Florida and Alabama. I manage over $22,000,000 in budgets and nearly 250 employees. I am responsible for business development and customer relations that result in financial and community support for all programs. I have grown the region from non-existence to being 22% of the company’s business by developing partnerships across the Eastern United States with business, faith based and educational leaders. Created, developed and implemented a national professional leadership training program.

• I have dozens of nurses, physicians, psychiatrists, psychologists under contract in 5 different states • I am ultimately responsible for the behavioral health needs of over 300 students in 5 different states • We have programs for developmentally delayed students, gender specific (male and female), sex offenders, criminogenic students, high risk medical students, substance abusing students and conduct disorder students,

2013-2015- Program Director, Rite of Passage, Omaha, Nebraska, I was executively responsible for a 60 bed juvenile female program that provides group home, therapeutic group home, shelter and educational services. I am responsible for development and management of a $4.5 million budget. I am responsible for hiring all positions and all finance and budgeting responsibilities. I market the program and have all P&L responsibilities.

• I built a residential program from the ground up that was specific to females which included medical, mental health, vocational, educational and physical fitness services. • I negotiated contracts for Intensive Outpatient Services for our students struggling with substance abuse • I negotiated a memorandum of agreement with a local mental health provider to come to oour campus and provide mental health services paid by Medicaid. • I negotiated memorandum of understanding with local hospital for Sexual Assault Nurse Examiners services for those students who were victims of sexual abuse

2012-2013- Executive Director, Abraxas Youth Services- I was executively responsible for all aspects of a 161 bed juvenile substance abuse treatment center including hiring staff, developing and managing a $13.4 million budget, policy and procedure development and implementation, program development and implementation and negotiating labor contracts with the union. I received the GEO innovation award for developing and implementing a physical interview review process that decreased incidents by over 75%.

• I implemented Dialectical Behavior Therapy training for 36 licensed Substance Abuse Counselors • I developed and implemented an incident review process that resulted in a 80% decrease in incidents and was recognized as an innovation award winner • I also developed and implemented a campus living grid that ensured that similar populations were living in the same residential location so we could train staff to the specific needs of those populations.

2011-2013- Chief Juvenile Probation Officer, Omaha, Nebraska. I was executively responsible for 32 juvenile probation officers to ensure supervision for 913 juveniles placed on probation by the Douglas County Juvenile Court. I was instrumental in the Juvenile Detention Alternatives movement in Douglas County. I was the first Chief Probation Officer ever hired from outside of Nebraska.

• I moved probation beyond just checking in and filing violations by training probation officers in Moral Reconation Therapy and requiring them to conduct groups once per week in their community with their assigned caseloads. This was an incredibly successful program

2005-2011- Executive Director, Florida Department of Juvenile Justice, Tallahassee, Florida, I was responsible for executive oversight of nine juvenile detention center. I was responsible for a $37 million budget and 622 staff members. I developed and implemented regional policies and procedures. I interviewed and hired mid-management positions. I worked very closely with 41 different county juvenile justice boards in an effort to establish effective juvenile services within those counties. I spoke several times to house and senate committees regarding juvenile justice appropriations. The nine detention centers I was responsible for were all in the top 10 for quality assurance scoring. I implemented programs that resulted in significant decreases in worker comp. claims, youth on youth assaults, youth on staff assaults, and physical interventions. I worked with representatives from Florida State University on a $50,000 fund raising campaign to provide more community treatment programs for at risk youth.

• Developed and implemented mental health programs within detention centers • Worked with 41 different Juvenile Justice Boards • Negotiated and executed contracts with dozens of mental health and medical providers • Implemented recreational programs with detention centers to inspire physical well-being

2003-2005- Clinical Coordinator, Gibault Inc. Springfield, Ohio, I was responsible for coordinating all clinical services and programs for a 48 bed group home.

2002-2003- Executive Director, Arizona Department of Juvenile Corrections, Buckeye, Arizona- I was executively responsible for a 100 bed juvenile parole violators program. I developed and implemented policies and procedures, hired all staff, developed and managed a $4.5 million budget. Decreased significant incidents by 95%. Created and started a community service program through Habitat for Humanity. Implemented culturally appropriate programming for Native American students.

1993-2002- Executive Director- West Central Juvenile Rehabilitation Facility, Troy, Ohio- I was executively responsible for a 36 bed secure juvenile program. I hired all staff, developed and managed a $3.8 million budget, developed and implemented policies and procedures. I secured nearly $500,000 in grants to start a probation program and two day treatment programs. In 2000 I was awarded the Dr. Simon Dinitz award for achieving excellence in community corrections. I spoke before the senate committee regarding appropriations for juvenile services in Ohio. I was able to achieve the highest Correctional Program Assessment Inventory score ever given to a juvenile program up to that point by the University of Cincinnati. I secured a $50,000 education grant to start a vocational training program that was recognized by the Ohio Attorney General as a top innovative practice. I secured a four year $300,000 grant to start a juvenile probation program for a juvenile re-entry program.

1992-1993- Counselor, Dr, Bruce Kline and Associates, Dayton, Ohio- I provided counseling to juvenile clients with significant substance abuse issues as well as schizophrenic adults. I conducted parenting assessments and psychological testing. I was responsible for all documentation for all services I provided.

1991-1992- Supervising Therapist, Dessie Scott Children’s Home, Campton, Kentucky- I supervised 8 staff and provided individual, family, and group counseling for 10 emotionally disturbed juveniles in a group home setting.

1989-1991- Mental Health Associate, Charter Ridge Hospital, Lexington, Kentucky- Provided supervision and recreational services for the adolescent psychiatric unit.

Training and Certifications

Group Facilitator (National Curriculum and Training Institute)

Grant Writer (The Grantsmanship Center)

Organizational Development (National Institute of Corrections)

Total Quality Management (Stephen Covey)

Executive Leadership (Wright State University)

Motivational Interviewing (Florida State University)

Business Growth and Development (University of Dayton)

Executing Donor Relationships (University of Nebraska)

References:

James Town- 814-927-6615

Jeanne Godleskey- 814-927-6615

Kristi Lesley- 402-905-9641

Rhonda Tanner- 501-303-7722

Cody Wood- 817-964-5718

Tuwollar Mobley- 850-528-9146

Amy Ast- 614-638-2081

Jessica Russell- 402-679-6894

Eric Burt- 937-418-1600

Yolanda Evans- 334-434-2107

Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

Objective: To obtain the position of City Manager for Naples, Florida.

SUMMARY

A public administrator with twelve (12) years of executive level local government management experience with expertise in the following areas:

 Customer Experience Focused Operations  Strategic Planning and Operations Analysis  Long term strategic planning  Florida Emergency Management Experience  Intergovernmental & Community Relations  Public Works, Transportation and Parks Operations

A leader committed to developing innovative and sustainable operations to meet the growing demands of residents and visitors. Achievement, ethics and metrics oriented with foresight; a dedicated team player committed to working with key business, community and governmental stakeholders to address public service needs. Husband for 15 years to my college sweetheart and father to three wonderful kids who enjoy traveling and experiencing the world together. Musician and aspiring culinary adventurer.

LOCAL GOVERNMENT EXPERIENCE

Hendry County Board of County Commissioners May 2013-Present Population: 39,000 Area: 1,190 Square Miles in Southwest Florida (Lake Okeechobee Region) Employees: 170 Operating Budget: $73,000,000

County Administrator (Chief Administrative Officer) Duties and Responsibilities The County Administrator serves under the direction of the Hendry County Board of County Commissioners and is responsible for the administration and day-to-day operations of all departments under the Board of County Commissioners with exception of the County Attorney’s Office. The County Administrator directs a staff of approximately 170 employees.

County departments include: Emergency Management, E-911, Volunteer Fire Departments, Emergency Medical Services, Public Works and Parks, Engineering, Planning and Zoning, Building Licensing, Code Enforcement, Utilities, Airports, County Administration, Human Resources, Purchasing, Veterans Services, Facilities, Management and Budget, Grants, Social Services, Housing/SHIP, and Libraries.

Accomplishments:  Revised and streamlined multiple Land Development Codes and Comprehensive Plan Elements to align commission vision, increase efficiency and procedural ease for desired smart development.  Restructured the organization in 2014-15 to improve levels of service, experienced significant decreases in resident complaints and increases in satisfaction ratings over the past 3 years.  Construction of Helms Road bypass ($17 million) a new four-lane roadway connector from State Road 80 to State Road 29 south of LaBelle, Florida (to be completed August 2018).  Advanced the complete streets initiatives of the Transportation Master Plan.

Page 1 of 7

Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

 Improved the budget process to a two fiscal year planning instrument in 2014 to ensure funding for strategic plan projects that crossed fiscal years.  Federal Aviation Administration (FAA) approved Finding of No Significant Impact-Record of Decision for the Airglades Airport Privatization Project Environmental Assessment.  Restructured the Airglades Airport and LaBelle Airport Advisory Boards. Privatized management of Airglades Airport in 2014. Increased levels of service at LaBelle Airport with the addition of a new $3 million terminal.  Established strategic partnerships with Florida Power and Light to increase efficiencies in restoring power post Hurricane Irma.  Deployed and managed through partnerships seven points of distribution for food and supplies post Hurricane Irma. Previously, only three locations were provided.  Eliminated a general fund deficit in reserves of $3.8 million from FY2013 to FY2016.  2014 NACO County Achievement Award for On-Site Premise Cloud Computing Systems networking that improved day to day operations and customer service interaction.  Received refurbishment funds for the historic Hendry County Courthouse totaling approximately $1 million from 2015 to 2017.  Residential Permits increased 196.43%, Commercial Permits increased 33.3% from 2012-2017.

Gadsden County Board of County Commissioners 2005- 2013 (8 years) Population: 46,000 Area: 529 Square Miles in Northwest Florida (Big Bend Region-Capital City Area) Employees: 210 Operating Budget: $40,000,000

Public Works Director (2010 to 2013) Duties and Responsibilities:  Report Directly to the County Administrator  Direct oversight of day to day operations of the Public Works Department: Paved road, dirt road, right-of-way, and bridge maintenance, fleet management, mosquito control, and various road surfacing and resurfacing and improving traffic patterns centered capital projects.  Management of a $4.8 million annual operating budget and 70 full time employees.  Work with collective bargaining units (unions) to ensure fair and equitable working relationships.

Accomplishments:  Widening and resurfacing of various County roads via grants ($13 million of improvements in two years; completed in 2013-14).  Reduced expenses in 2010-2011 by approximately $508,000 and $180,000 in 2011-2012.  Built Transportation Reserve budget from $800,000 in 2010 to $2 million in 2013.  Reduced amount of resident complaints/work orders by 36% in 2011 and maintained a 35% reduction in 2012.  Received the In-House Maintenance/Enhancement Award from the Big Bend Branch of the American Public Works Association in 2013.  Implemented the subscription curbside solid waste option with Waste Pro USA and closed rural waste sites resulting in approximately $250,000 in annual savings to the County.

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Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

Administrative Coordinator (2008-2010) Duties and Responsibilities:  Report Directly to the County Administrator.  Serve as Interim Public Works Director (September 3, 2010 to December 7, 2010).  Direct oversight responsibility for the following functions: Information Technology Department, Parks and Recreation Department, County Administration Department, Solid Waste Department, Animal Control Division, Public Information Office and Intergovernmental Affairs/Relations.  Assist the County Administrator in implementing Commission directed policy, identifying and resolving long range issues, and developing the County’s operating and capital budgets.  Negotiate with public and private sector entities on a variety of issues ranging from economic development to community services contracts.  Represent the County Administrator as required.

Accomplishments:  Successfully sought after and was awarded $2.5 million for transportation improvements through the American Recovery and Reinvestment Act of 2009.  Redeveloped the technical support work order system and improved customer satisfaction and accountability by 15%, reduced cell phone expenses by $5,000 annually, and cut mobile internet communications costs by $12,000 annually in 2009-2010.  Awarded a $500,000 grant from the Florida Department of Transportation Local Agency Program for the historical renovation of a train depot in Greensboro, Florida.

Parks and Recreation Director/Assistant to the County Administrator (2005-2008) Duties and Responsibilities:  Oversight responsibility of 13 park properties and an operating budget of $150,000 and capital budget of $400,000 annually.  Served as Assistant to the County Administrator for nine months. This position was eliminated due to budget cuts in fiscal year 2008 by Commission direction.  Develop long term vision for park property development to maximize the use of public lands.

Accomplishments:  Created and established the Parks and Recreation Department previously administered by the Fire Department (Hired and trained 2 full time and 10 part time employees).  Revised County’s Open Space Land Use Code requirement to include land donation for recreational development for large scale subdivisions.  Developed the long term Parks and Recreation Capital Improvement Element of the Comprehensive Plan adopted by the Board in 2007.  Successfully awarded over $800,000 in Florida Recreation Development Assistance Program grants: Renovated and developed 5 park properties in 3 years.  Successfully negotiated a seven year operational contract with the Boys and Girls Club of the Big Bend to provide after school and summer camp programs for two locations.  Improved the County’s 4-H program summer camps by intra-governmental partnership: Attendance improved from 700 children annually to 3,000 children annually.

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Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

EDUCATION

The Florida State University Masters of Science Education Dual emphasis in administration of government operated recreation and leisure services and general public administration operations.

The Florida State University Bachelors of Science Education Majored in Recreation and Leisure Services Administration and minored in Public Administration.

Leadership Florida, Class 33 Continuing Education A year-long leadership program administered and developed as an affiliate of the Florida Chamber of Commerce. (www.leadershipflorida.org)

National Incident Management System/Incident Command System (ICS) Certified in ICS 100, 200, 300, 700, and 800

PROFESSIONAL AND SERVICE AFFILIATIONS

 International City/County Manager’s Association Credentialed Manager (ICMA-CM).  Florida City/County Manager’s Association, member since 2009 (2016-18; 2018-2020 District VI Director, 2018-19 Host Committee Chair; 2016-2018 Membership Committee Chairperson, 2015-16 Membership Committee Member, 2009 Emerging Leader Award Recipient).  Florida Association of County Managers (2018-19 President, 2017-18 President-Elect, 2016-17 Secretary, 2015-16 Treasurer and 2014-15 Founding Board Member-Small County Representative)  Leadership Florida Southwest Regional Council Member (2014-2018)  2015 Gulfshore Business Daily Forty under 40 award recipient.

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Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

REFERENCES IN DETAIL

Commissioner Michael Swindle, District 4 Hendry County Board of County Commissioners 863-228-0145 [email protected]

I have had the pleasure of working with Commissioner Swindle over the past five years with Hendry County. For two of those years, Commissioner Swindle served as Chairman of the Board. Together we have worked closely to advocate for infrastructure improvements and vocational training opportunities in Hendry County.

Leo Ochs, Jr., County Manager Collier County Board of County Commissioners 239-252-8383 [email protected]

Mr. Ochs and I have developed a wonderful working relationship since I relocated to southwest Florida. We have worked together to address regional issues through the Southwest Florida Regional Summit and state wide issues through the Florida Association of County Managers.

Superintendent Kamela Patton Collier County Public Schools 239-377-0212 [email protected]

It has been a pleasure to get to know Superintendent Patton over the past few years. She and I have a working relationship centered on mutual interest in higher education and vocation attainment as it relates to improving communities.

Dr. Robert (Bob) Lee Executive Director, Center for Florida Local Government Excellence Assistant Professor, Florida Gulf Coast University Former City Manager of Naples, Florida 239-777-1013 [email protected]

Dr. Lee and I have been collaborating together since 2009. We have worked together in my prior jurisdiction of Gadsden County, Florida conducting strategic planning. We have most recently been focusing on hosting trainings targeting the next generation of public administrators and providing continuing education classes for current public administrators in southwest Florida through the Florida City/County Manager’s Association.

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Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

Terry Stewart, City Manager Arcadia, Florida (formerly City Manager of Fort Myers Beach and Cape Coral) 863-494-4114 [email protected]

I’ve had the pleasure of getting to know Terry over the past five years in southwest Florida. Terry has served as a professional coach, mentor and friend.

Jennifer Davis, Deputy County Administrator Hendry County Board of County Commissioners 863-675-5220 [email protected]

Mrs. Davis and I have worked together on the Executive Team of Hendry County for the past 5 plus years. Mrs. Davis has served Hendry County in a variety of roles for 17 years, most of which was served in the capacity of Management and Budget Director. With the reorganization, Mrs. Davis was promoted to Deputy Administrator in 2017.

Tuesday Tritt Sr. Vice President of First Bank of Clewiston President of Hendry County Economic Development Council 863-228-4182 [email protected]

Mrs. Tritt is a community partner of mine focusing on improving Hendry County’s economic development competitiveness. We have worked together since 2013 to build collaborative solutions to Hendry County’s economic issues including multiple revisions to the comprehensive plan and land development code, seeking grants and building cohorts to improve key business districts.

Sarah Owen, President and CEO Southwest Florida Community Foundation 239-274-5900 [email protected]

I have worked with Ms. Owen over the past five years as a partner in the Future Makers Coalition. We have collaborated to seek federal funds as well as leverage local influence and capital to improve post secondary education achievement in Hendry County. We have also worked together to recover Hendry County residents from the impacts of Hurricane Irma.

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Charles Tyler Chapman IV, ICMA-CM 1244 Captain Hendry Drive, LaBelle, Florida 33935

Cell: (863) 234-8983 E Mail: [email protected]

REFERENCES AT A GLANCE

Commissioner Michael Swindle, District 4 Leo Ochs, County Manager Hendry County Board of County Commissioners Collier County Board of County Commissioners 863-228-0145 239-252-8383 [email protected] [email protected]

Superintendent Kamela Patton Terry Stewart, City Manager Collier County Public Schools City of Arcadia 239-377-0212 863-494-4114 [email protected] [email protected]

Tuesday Tritt, President Jennifer Davis, Deputy County Administrator Hendry County Economic Development Council Hendry County Government 863-228-4182 863-675-5220 [email protected] [email protected]

Dr. Robert (Bob) Lee, Executive Director Sarah Owen, President and CEO Cntr. for Fla. Local Government Excellence Southwest Florida Community Foundation 239-777-1013 239-274-5900 [email protected] [email protected]

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DAVID L. CLODFELTER P.O. Box 52-2104 * Miami, FL 33152-2104 * (954) 448-8347 E-mail: [email protected]

SUMMARY OF QUALIFICATIONS: • Extensive administrative professional experience in executive administration, fiscal/budget management, procurement, contract development/negotiation, process improvement programs, grants management, capital improvements, information technology, emergency management, inventory/supply chain management, facilities management, human resources, and strategic planning, attained through thirty years of public service administration. • Exceptionally self-motivated; proven leadership abilities to set effective priorities to achieve immediate and long-term goals and meet operational deadlines in a demanding, fast-paced environment.

PROFESSIONAL ACCOMPLISHMENTS:

MIAMI-DADE COUNTY, Office of Management and Budget (2009 to present) Office of Management and Budget Senior Coordinator • Responsible for coordinating multiple large and complex departmental operating budgets (up to $3 billion annually) from submission and development of the annual budget to year-end closeout for Miami-Dade County. Conducting complex revenue and expenditure forecasts and making recommendations regarding administrative functions and overall County budgetary and fiscal programmatic policy issues while using several Enterprise Resource Planning (ERP) solutions such as Oracle Hyperion Human Capital Planning (HCP) and OpPlan. Performs as ERP governance Functional Business Team Leader. • Coordinates the planning and programming of large-scale departmental capital improvement plans (up to $14 Billion over five-year forecast), and working with department directors throughout the year in the preparation, analysis, monitoring and reporting on departmental operating/capital budgets. Duties include conducting highly sensitive and complex financial, programmatic, and tax research, grants administration, fiscal impacts, and statistical analyses. • Manages narratives and other financial information required for development of the County’s annual proposed and adopted budget. • Works directly with the Board of County’s Commission (BCC) regarding agenda items to develop legislation. Together with the Mayor’s Office and the BCC, conducts public meetings for the community to inform them of the County funding services, adopted budget, and multi-year capital plan, including answering questions pertaining to proprietary funds, neighborhood and infrastructure, transportation, public safety, health and human services, economic development, etc.

MIAMI-DADE COUNTY, Miami-Dade Transportation and Public Works (2005 to 2009) Chief, Budget, Audit and Reporting/Manager, MDT and Public Works Budget and Planning • Oversaw and directed the Office of Budget, Audit, and Performance Reporting, consisting of professional and clerical personnel, responsible for Miami-Dade Transit's financial management to include the operating budget ($499 million), five-year capital improvement plan ($4.3 billion), grants administration, contract development and monitoring, performance reporting (revenue and ridership), loss prevention (insurance, risk management), fleet management, and auditing. • Financial management responsibilities included directing and formulating department financial policies; oversaw the development and optimal utilization of financial systems, and structuring short and long-term debt and financial plans. • Coordinated the department's strategic management initiatives, including forecasting revenue and expenditure trends and formulated alternatives. Maintained effective budget and financial controls that assure cost effectiveness and efficiency in the use of allocated resources. • Coordinated directly with the BCC pertaining to agenda items concerning transit-related issues. Together with the County Manager/Mayor’s Officer and the BCC, conducted public meeting to provide information concerning the adopted budget, funding services, capital plan, infrastructure, health and human services, transportation, etc.

MIAMI-DADE COUNTY, Public Works (2004 to 2005) Budget Coordinator • Responsible for the development and management of department's operating (over $107 million) and capital budgets (over $136 million). • Developed monthly forecasts and the department's strategic and business plans. Monitored various departmental programs through financial analysis and performance measures. Clodfelter Resume Page 2

MIAMI-DADE COUNTY, Audit and Management Services (AMS) (2001 to 2004) AMS Administrative/IT Manager • Responsible for the department’s financial functions, including developing and administrating the annual budget (over $4 million), financial forecasting, and accounting activities. Developed revenue and expenditure projections, accounts payables and receivables, inventory management, batching and tracking of invoices, etc. Developed/monitored short and long term strategic plans. • Managed information technology and procurement of goods and services and contractual functions for two County departments, including contract development and administration, preparing purchase orders, coordinating bid awards for blanket contracts and bid evaluations, formulating or reviewing technical specifications and request for proposals. Directed operations for infrastructure systems, ensuring appropriate interface of personal computer, mainframe systems and the County’s network. • Performed various administrative functions, including the development of departmental policies and procedures; participating in efficiency and productivity programs; conducting investigations and audits; acting as the public information officer (PIO); overseeing personnel-related functions and health and safety programs; assisting with employee payroll and benefit administration; performing as the ADA and tuition refund coordinator; and acting as the department’s liaison with the Emergency Operations Center (EOC).

MIAMI-DADE COUNTY, Miami-Dade Police Department, Information Technology (IT) (1999 to 2001) IT Purchasing Manager • Managed all procurement and contractual functions for the Miami-Dade Police Department's information technology- related products and services (over $5 million annually). Formulating and reviewing technical specifications and contracts. • Performed fiscal management duties, including monitoring and approving budgeted and allocated funds. Resolved various contractual or payment issues. • Assured organizational consistency and compliance of all information technology contracts and approved all contractual-related payments. Developed policies and procedures and various reports. Administrative Officer - Resources Management Bureau • Responsible for the supervision of five departmental units: Purchasing Unit, which facilitated and monitored all procurement and contract development activities, utilizing over 500 contracts (annual purchases over $12 million); Inventory Supply Unit, which maintained over 900 line-items valued over $2 million; Capital Inventory Unit, (over 20,000 capital items); Centralized Petty Cash Unit (approximately $250,000); and the coordination of all travel activities, including funding. • Assured compliance of all contractual agreements through various supervisory staff. • Researched and developed contracts, technical specifications, correspondence, and statistical/fiscal reports, to include the review and evaluation of proposals for the department.

MIAMI-DADE COUNTY, Water and Sewer Department (1996 to 1999) Administrative Coordinator • Assisted in overseeing all aspects of the Warehousing and Stores Section, including administration of procurement and contracts (over $330 million) and inventory management (purchasing authority, up to $25,000 per order), facilities management and personnel-related functions for the division. • Responsible for the division’s productivity and efficiency programs, which produced a savings of over $4 million in one year, resulting in gain sharing for departmental personnel. Assisted Division Chief in operational functions and supervision of 80 personnel in 11 different field locations. • Responsible for the development, administration and monitoring of various specialized contracts for the department, including Personnel Temporary Agency services ($5 million annually). Prepared technical/specialized specifications and various reports as needed. • Developed policies and procedures and prepared operating budgets for three divisions.

EDUCATION: UNIVERSITY OF MIAMI Executive Masters of Business Administration

NOVA SOUTHEASTERN UNIVERSITY Bachelor of Science in Professional Management Major in Business Management

REFERENCES: Available upon request Robert Austin Cole 299 Saw Mill River Road Millwood, NY 10546 July 09, 2018

Colin Baenziger, Principal Colin Baenziger & Associates 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, FL 32118

Dear Mr. Baenziger,

This letter and accompanying resume are submitted in candidacy for the Naples, FL, city manager appointment. As an outdoor enthusiast, supporter of the arts and historic preservation, and an environmental advocate and volunteer, the City of Naples is deeply attractive to me on a personal level. Professionally, I am impressed with the City’s fiscal management, planning efforts, and commitment to extraordinary quality of life. The combination of my personal interests, commitment to service excellence, and professional background make me a great fit for this exceptional opportunity.

From a leadership perspective, persuasion has been a more valuable tool than formal authority throughout my career. I place high value on collaboration and relationship-building, transparency, and ethical, equitable decision-making. Endeavoring to align resource commitments with established goals, I cultivate and maintain an organizational culture supportive of appropriate risk taking with shared accountability for outcomes. My commitment to service excellence is exemplary, and both internal and external communications are central to my success in that regard. Both personally and professionally, I maintain a commitment to diversity and workplace respect, both of which I view as foundational elements for organizational success. I may be observed smiling and engaging residents, acknowledging the presence and efforts of employees at all levels of the organization, or lending a hand when one is not expected, having found through years of successfully working with and through others that building trust is a prerequisite for accomplishing great things. I lead with integrity and a passion for public service.

As the Naples City Manager, I would endeavor to support a collaborative, professional atmosphere that respects, values, and capitalizes on the City of Naples’s natural and cultural heritages while at the same time working in partnership with the community and staff to chart a future course characterized by accountability established through clear goals and metrics to assess progress.

I presently serve the Village of Scarsdale, NY, an affluent, well-educated New York City suburb of 17,193 civic-minded residents who are active in community affairs and local governance. Prior to Scarsdale, I was fortunate to have served in Oak Park, IL, a Chicago suburb of approximately 52,000 residents that is nationally recognized for its inclusive culture, commitments to sustainability, and its historic architecture. Based in part on these experiences, I am prepared to assume a highly accessible and effective leadership role in supporting City of Naples efforts to maintain its small town feel and look while strategically navigating the “paradox of paradise” represented by the tension between valuing and maintaining historic and current community assets, and change, both planned and non- planned. Key strengths that have enabled my success in active, engaged communities include:

• Effective communications practices, complemented with a sense of humor; • Methods and practices for developing and sustaining service delivery excellence, including application of quality assurance tools and techniques to municipal operations; • Extensive local and regional land use and transportation planning, including associated intergovernmental and legislative roles and responsibilities; • Performance management, including incorporation of metrics and targets into planning endeavors and annual budgeting; • Grant writing and management, including federal, state, and philanthropic funding sources; • Outstanding research, analysis, and reporting capabilities; and • Major project management and oversight.

In closing, I invite you to review my resume included herewith and look forward to speaking with you in greater depth about this exceptional opportunity.

Respectfully submitted,

Robert A. Cole

ROBERT AUSTIN COLE 299 Saw Mill River Road Millwood, NY 10546 630.207.1323 (c) [email protected]

EXECUTIVE PROFILE Local government professional with over 20 years of demonstrated success managing large, politically sensitive projects, cultivating and supporting effective community engagement in support of improved public policy formation and service delivery excellence, and working through staff to identify and strategically address community and operational challenges. Cole approaches his responsibilities with enthusiasm and a sincere interest in maintaining and improving community quality of life, stimulating meaningful and rewarding staff participation in organizational success, and cultivating positive public perceptions of local government. Areas of expertise include: Budgeting – Capital and Operating Labor Relations and Negotiations Emergency Management Land Use and Transportation Planning Environmental Review (NEPA/SEQRA) Organizational Analysis Community Sustainability and Resilience Performance Analytics/Metrics Grants Management Policy Analysis and Development Intergovernmental and Legislative Affairs Strategic Planning

EXPERIENCE AND RESULTS Village of Scarsdale, NY – Pop. 17,166; $71.8M Total Budget; 232.5 FTEs; $242,782 Median Income Deputy Village Manager – 05/2015 to Present Key Assignments and Accomplishments ▪ Community Engagement – Appointed as staff liaison to the Communications Committee, an assemblage of resident communication and media experts co-chaired by two elected officials, all of whom seek to promote rewarding citizen involvement in local governance and enable effective storytelling about organizational and community achievements; ▪ Intergovernmental and Legislative – Long Island Sound Nitrogen Reduction Team member, a multidiscipline, multi-jurisdiction initiative to reduce sewer inflow and infiltration contributing to excessive Long Island Sound nitrogen loads; ▪ Regional Planning and Project Development – Designated staff lead for review of the “NEC Future” Draft Environmental Impact Statement supporting the Federal Railroad Administration’s plan for high speed rail along the east coast’s Northeast Corridor;

▪ Sustainability and Resilience – Collaborated with community stakeholders and staff to develop the Hyatt Park Butterfly Garden, convert Village property into the Secor Meadow natural area, and launch a food scrap composting program; and ▪ Technology Implementation – Project lead for development and launch of the new Village website, including enhanced community engagement elements and online business functionality, having more than doubled website utilization and news subscriptions in the first 60 days following launch. Duties and Responsibilities ▪ Shared supervisory oversight of Village departments, serves as Acting Village Manager; ▪ Analyze public policy matters and present recommendations orally and in writing; ▪ Develop and present the capital budget, while also assisting with the operating budget; ▪ Interface with highly educated and engaged residents to promote governmental transparency and accessibility; ▪ Media Relations, cable television, and website management; ▪ Plan, implement, and oversee complex, politically sensitive projects; ▪ Provide high-level support to elected and appointed officials; and ▪ Review and approve Village Board Agendas.

Village of Oak Park, IL – Pop. 52,524; $124.2M Total Budget; 377 FTEs; $53,389 Median Income Assistant Village Manager – 01/2010 to 05/2015 Key Assignments and Accomplishments ▪ Comprehensive Plan Development – Envision Oak Park Advisory Committee Appointee; ▪ Emergency Preparedness and Response – Responsible for oversight of the Department of Public Health, which also served as co-lead for emergency preparedness and response planning and activation. Undertook full-scale, evaluated exercise of the Strategic National Stockpile system in coordination with state and national officials; ▪ Grants Management – Collaborated with neighboring jurisdictions to secure $14M in federal funding to create the West Cook County Housing Collaborative, a multi- jurisdiction assemblage focused on sub-regional access to affordable housing, having also directly managed or coordinated oversight for over $12M in transportation-related grant and Congressionally directed funding; ▪ Intergovernmental and Legislative – Appointed to the West Central Municipal Conference Intergovernmental Committee, representing approximately 500,000 residents and 51 governmental entities and partners, as well as appointed service on the O’Hare Airport Noise Compatibility Commission;

Robert A. Cole, 630.207.1323 2

▪ Labor Relations – Labor/Management Team member and labor negotiations; ▪ Regional Planning and Project Development – Appointed to the Chicago Metropolitan Agency for Planning Land-Use Committee, which assisted in development of the award- winning Regional Comprehensive plan, GoTo 2040, serving over 6M residents and 240 municipalities, as well as appointment to the Eisenhower Expressway (I-290) Environmental Impact Study Corridor Advisory Group, a multi-disciplinary team responsible for providing technical and planning guidance to shape a highly controversial $1.5B highway expansion project in the Nation’s first multimodal highway/rail corridor; ▪ Strategic Planning – Selected by the Mayor to participate on the Collaboration for Early Childhood Care and Education Strategic Plan Steering Committee, as well as the School District 200 Oak Park and River Forest Strategic Planning Steering Committee; ▪ Sustainability and Resilience – Responsible for Community Choice Electrical Aggregation program development and management, resulting in $4.6M in community power savings over 2.5 years, as well as development and oversight of the innovative Smart City USA Pilot, a neighborhood smart grid project attracting $4M in combined Korean and State of Illinois funding commitments; and ▪ Transportation and Land-Use Planning – CTA Blue Line (heavy passenger rail) Vision Study Steering Committee, Oak Park Bike Plan Steering Committee, Cook-DuPage Corridor Study Technical Committee appointee, staff lead for the Multimodal I-290 Corridor Study, and collaborated in development of “Form-Based Codes: A Step-by-Step Guide for Communities.” Duties and Responsibilities ▪ Supervisory oversight of Department of Public Health (10 FTEs, $998K budget) and Community Sustainability and Resilience staff and initiatives (1 dedicated FTE, multiple departmental budget allocations); ▪ Assist in budget preparation; ▪ Liaison to the Building and Property Standards Department (20 FTEs, $2M budget); ▪ Management and strategic direction of complex, politically sensitive projects; ▪ Pursue monetary and technical support grant opportunities; and ▪ Responsible for intergovernmental and external affairs, including critical regional and sub-regional committee appointments and associated strategy development.

Assistant to the Village Manager – 04/2006 to 01/2010 (Including six months as Interim) Key Assignments and Accomplishments ▪ Created citizen request management system to enhance service delivery through improved staff tracking and follow-up; and

Robert A. Cole, 630.207.1323 3

▪ Provided recommendations for permit streamlining and other enhancements to the Building and Property Standards Department pursuant to application of the Baldrige National Quality Award criteria in the context of an organizational analysis targeting sustained performance improvement. Duties and Responsibilities ▪ Conduct departmental operations analysis and present associated recommendations; ▪ Prepare special research and studies; ▪ Serve as ombudsman for community service requests and complaints escalated to the Village Manager and/or elected officials; and ▪ Support Village Board agenda development.

Quality Services Manager – 05/2004 to 04/2006 Key Assignments and Accomplishments ▪ Development and implementation of a new performance measurement framework, including facilitating coordination between departments around key intended outcomes. Duties and Responsibilities ▪ Collaborate with department heads and their staff to promote organizational excellence through improved work relationships, enhanced policies and procedures, and alignment of departmental activities with organizational and policy-level goals.

Permits Supervisor, and other Building and Zoning Assignments – 11/1996 to 05/2004 Key Assignments and Accomplishments ▪ Coordinated permit processing review for over 5,000 permits annually; ▪ Direct supervision of front permit processing and zoning personnel; and ▪ Served as Secretary to the Zoning Board of Appeals. Duties and Responsibilities ▪ Direct supervision of front counter service area and zoning personnel; and ▪ Promote citizen satisfaction and improved operations through reviewing and improving communication strategies, identifying and resolving service deficiencies, and monitoring feedback from a variety of internal and external stakeholders.

Program Care, Inc. – Private Sector, Financial Services; 25 FTEs; $1.2M Budget General Manager – 01/1990 to 08/1995 Duties and Responsibilities ▪ Oversight of sales, customer service, and quality control departments;

Robert A. Cole, 630.207.1323 4

▪ Budgeting and strategic planning; and ▪ Profit and loss accountability.

EDUCATION DePaul University – Chicago, IL (June 2002) Master of Science in Public Service Management, awarded With Distinction ▪ Concentration in Metropolitan Planning and Urban Affairs. ▪ 2002 Chaddick Institute for Metropolitan Development Scholarship Recipient. ▪ 2002 American Society for Public Administration Student of the Year. DePaul University – Chicago, IL (June 1999) Bachelor of Arts, Liberal Arts ▪ Dual concentration in Writing and Ethics. ▪ 1999 DePaul University Independent Research Award for Excellence: Externship. ▪ 1999 DePaul University Independent Research Award for Excellence: Capstone.

PROFESSIONAL ASSOCIATIONS ▪ New York City/County Management Association, Board of Directors Member; ▪ International City/County Management Association, Government Affairs and Policy Committee Member; ▪ American Society for Public Administration 2007/2008 Chicago Chapter President; and ▪ Surfrider Foundation, Chicago Chapter, past Environmental Policy Chair, including having been designated Surfrider Chicago’s lead collaborator in working with the National Oceanic and Atmospheric Administration and other multi-disciplinary partners to develop the 2014 Great Lakes Land-based Marine Debris Action Plan, a strategic plan targeting reduction in the incidence of marine debris and micro-plastics in the Great Lakes.

Robert A. Cole, 630.207.1323 5

Tracey Cordes 133 Benjamin Ave. NE Grand Rapids, Michigan 49503 | (503) 260-2039 | [email protected]

As a seasoned Public Sector Executive/Administrator, I have led administrative functions including employee relations, budget and finance, work unit operations, and management of policies and programs. I am highly skilled in developing organizations, and in managing people, projects and budgets. I utilize strong community and professional relationships to deliver results in customer satisfaction, cost reduction and process improvements. Colleagues will confirm that I am an upbeat, strategic, dynamic, customer-focused and articulate leader.

EDUCATION Michigan State University B.A. Interdisciplinary Studies Northwestern School of Law - Lewis & Clark College Juris Doctorate

PROFESSIONAL AFFILIATIONS

International City/County Management Association, Member Society for Human Resource Management, Member Oregon State Bar, Member (inactive status)

EXPERIENCE County Administrator November 1, 2016 – present Gratiot County, Michigan

Oversee the business affairs of county government, including: budgeting and finance, human resources, information technology, facility maintenance, and direct services to citizens. General fund budget over $12.5 million; overall funding exceeds $41.6 million.

Accomplishments include: creating a human resources function, creating and building a financial services department, changing the service models for information technology user support and for building permits, and negotiating labor contracts. Partnering with our economic development entity and are currently focused on bringing solar facilities to the county.

Court Unit Executive January 2009 – August 2015 United States District Court, Western District of Michigan

Led all non-judicial operations of the federal court. Responsible for court technology, human resources, operations, budget and finance, procurement, and space and facilities. Served 10 judicial officers and led 80 staff in four divisional offices. Formed critical relationships with General Services Administration, US Attorney, Federal Defender, US Marshal, Federal Bar Association and others.

Cordes, 1

Deputy Administrator April 2007 – January 2009 Multnomah County (Oregon) Circuit Court

Managed core operations in the largest metropolitan trial court in Oregon, including oversight of 117 staff in four court locations. Advised the Trial Court Administrator and Presiding Judge on policy and operational issues.

Court Administrator April 2002 – 2007 Benton County (Oregon) Circuit Court

Administered all court operations at the local trial court level. Included recruitment, retention, and professional development of 25 staff; technology development and innovation; budget management, including securing grants; and short- and long-term planning.

County Legal Counsel August 1998 - 2002 Coos County, Oregon

Advised and represented county commissioners and other elected officials and department managers on legal issues relating to their function, including labor and employment, land use, procurement and contracts, public meetings laws, public housing and taxation.

Other Experience: Policy Analyst, Trial Lawyer, Law Clerk.

CONFERENCE PRESENTATIONS Keynote Address: “A Decade of Workload and Outcomes” Bench-Bar Conference, Federal Bar Association September 2014, Mackinac Island, Michigan

“Morale and Stress Management” Sixth Circuit Clerks’ Conference September 2013, Louisville, Kentucky

“Customer Services vs. Legal Advice” Annual Conference, Oregon Association for Court Administrators October 2007, Salem, Oregon

Other Training Developed and Delivered: “The Hack of Sony Pictures Entertainment” (cautionary tale for IT users), “Sleeping and Standing -- but not at the same time!” (health awareness for management team), “Fundamentals of Goal-Setting” (professional development for management team), “An Overview of the Federal Judiciary” (public education).

Cordes, 2 WORK IN MY COMMUNITY - current: Member, Rotary International, Ithaca, Michigan Chapter Board Member, Habitat for Humanity Board Member, Gratiot Area Chamber of Commerce

Work in my community - previous: CASA Board, North Alano Club of Grand Rapids Board, Our Hope volunteer, Habitat for Humanity volunteer. Worked on numerous social justice campaigns while living in Oregon.

INTERESTS Travel: International destinations in recent years have included Nepal, Scandinavia, Amsterdam, Germany, Cuba, and the Patagonia region of South America.

Sports: I love to play and/or watch anything with a ball to catch, throw, or kick.

Motorcycles: As a rider, I balance adventure with safety.

The outdoors: Hiking and kayaking are particular favorites.

Gardening: A Master Gardner once told me that “if I wasn’t killing plants, I wasn’t trying hard enough.” I apparently took his words very much to heart.

Cordes, 3 1 Joseph O. D'Arco, M.P.A., IPMA-SCP 542 East Passaic Ave. Bloomfield, New Jersey 07003 (973)-893-0235 e-mail: [email protected]

Business Experience

8/4/10 to Present Borough of Paramus, Paramus, New Jersey 07652 Population 26,342 (daily population Borough Administrator The Borough is one of the largest shopping meccas in the country, generating over $5 billion in annual retail sales, more than any other zip code in the United States. Paramus is located in central Bergen County, NJ. The Borough has a total area of 10.520 square miles of which, 10.470 square miles of it is land and 0.050 square miles of it is water. Paramus is governed under the Borough form of a New Jersey municipal government. The governing body consists of a Mayor and a Borough Council comprising six council members, with all positions elected at large. As Borough Administrator, I am directly responsible for the coordination of all departments to include personnel management, budget development and management, efficiency studies, and communication improvements. The Borough employs, 450 full time employees, and 150 part time and seasonal staff members. The municipal Budget is $58 million.

9/18/00 to 6/30/10 The Town of Kearny; Kearny, New Jersey 07032 Population 40,000 Business Administrator By ordinance is the Chief Administrative Officer of the Town. Direct responsibilities and duties include coordination of all departments, personnel management, budget development and management, efficiency studies, communication improvements. Department include, Police, Fire, Health, Construction Code, Public Works, Water Utility, Finance, Recreation, and Library. The Town functions under NJ Civil Service rules and regulations with eight labor unions. The Town work force consists of 430+ full time employees, not including 100 part time seasonal employees and professional contracted services. Municipal Budget $66 million. Primary Organization Objective Reorganization.

9/6/94 to 9/15/00 Borough of Sayreville; Sayreville, New Jersey 08872 Population 34,986 Business Administrator/Chief of Staff Responsibilities include the management of all departments, serves as Personnel Officer, Purchasing Agent, ADA Coordinator, EEO and Affirmative Action Officer, Insurance Administrator, Acting Zoning Officer, Grant Coordinator and Acting Director of Code Enforcement and Inspections. Directs the preparation of the borough's $48 million budget. The Borough functions under Civil Service rules and regulations with six active labor unions. The Borough compliment consists of 310 full time, 34 part time employees and supplemented by private / public agency agreements.

1/88 to 9/6/94 Village of South Orange; South Orange, New Jersey 07079 Population 16,390 Village Administrator Direct responsibility for the management of the Departments of Administration, Finance and Revenue and supervision of the remaining five Village Departments. Additional responsibilities include Purchasing Agent, Personnel Officer, and Hearing Officer for all disciplinary action, Health Officer, Recycling Coordinator, ADA Coordinator, EEO Officer, Appointing Authority representative, Appropriate Authority, Acting Director of Public Safety and Community Relations Officer to Seton Hall University. The Village budget is $17 million, employs 220 full and part time personnel, functions under Civil Service rules and has five labor unions.

2 1/87 to 12/87 Rockaway Township; Rockaway, New Jersey 07866 Population 19, 572 Business Administrator General Manager of the Township operation under a Faulkner Plan F form of government. Rockaway Township municipal budget was $13 million, with 200 employees and seven labor unions within the civil service system. The Township encompasses 44 sq. miles and has a population of 29,000. As Business Administrator I was responsible for all the day-to-day management including specific responsibilities as the Personnel Director and Purchasing Agent, contract negotiation, joint insurance fund representative and Public Safety

10/82 to 12/86 The Borough of Caldwell; Caldwell, New Jersey 07006 Population 7,549 Borough Administrator Responsibilities encompassed the duties of an ordinance administrator and the appointed position of Township Clerk. Caldwell's budget was $8 million, with 100 full time employees within three labor unions. Caldwell managed and operated its own sewage treatment facility serving five communities. Additional direct responsibilities included all grant management, Personnel Officer, Purchasing Agent, Community Development Coordinator, Community Relation Officer with Caldwell College and labor negotiations.

10/75 to 10/82 The Township of Bloomfield; Bloomfield, New Jersey 07003 Department of Health and Human Services Health Officer-Director of Human Services Directed and managed the divisions of the department which included environmental, nursing, social services, mental health and dental services. The department employed 50 full time employees and managed four interlocal service agreements for all health services in the communities of Glen Ridge, Caldwell, Roseland and Montclair.

10/71 to 10/75 11/67 to 10/71 Borough of Paramus; Paramus, New Jersey 07652 Bergen County; Hackensack, New Jersey Department of Health and Environmental Services Bergen County Department of Health Assistant Health Officer Senior Env. Health Inspector

Current Appointments: Professional Societies ADA Coordinator International City Management Association Paramus Insurance Commissioner New Jersey Municipal Managers Association Bergen Joint Insurance Fund Commissioner International Public Management Association -SCP MEL Commissioner

Career Professional & Community Service Awards AAA Pedestrian Safety Award- Communities First Bergen County Health Officers Association-Presidential Service Award Borough of Caldwell, N.J.-Grover Cleveland Center Concept and Development Borough of Leonia, NJ- Resolution of Dedicated Service and Achievement Civil Air Patrol - Certificate of Appreciation for Outstanding Assistance to the CAP County of Essex-Recycling Award for Individual Achievement International City Managers Association-Fifty Year Service Award Marquis Who’s Who in America Middlesex County Division of Solid Waste - Buy Recycled Program Award Middlesex County Division of Solid Waste - Highest Rate of Battery Collection Middlesex County Division of Solid Waste - Public Information Brochure / Cost Savings Idea Municipal Public Information Contest – Honorable Mention National Arbor Day Foundation- Tree City USA Award National Civic League - All American City Award Finalist National Multiple Sclerosis Society - Recognition Award: Implementation, ADA Requirements

3 Career Professional & Community Service Awards (continued) New Jersey Clean Community Program - Glitter Award New Jersey DEPE - Outstanding Achievement in Recycling New Jersey Health Officer's Association-Presidential Special Recognition Award New Jersey Environmental Health Association - 50 years of Outstanding Service NJ Municipal Managers Association-Finalist: Outstanding Managers Award MJ Municipal Managers Association-25 years of Membership and Service Award NJLOM Municipal Public Information – Honorable Mention, Town of Kearny NJLOM Municipal Public Information Contest – Honorable Mention, Borough of Sayreville Rotary of South Orange-Paul Harris Fellow South Amboy / Sayreville Rotary – Rotarian of the Year Paramus Sunrise Rotary – Walter D. Head Award The Bloomfield Board of Health-Outstanding Service and Contribution The Borough of Caldwell-The Restoration of The Historic Green The Grover Cleveland Senior Center-Presentation of the Senior Board The Salvation Army-Humanitarian and Community Award & Outstanding Community Leadership U.S. Conference of County Governments-National Achievement Award Vial of Life U.S. Conference of County Governments-National Achievement Award G.C.Center Victorian Society - Preservation Award Village Hall

Licenses and Certifications Rutgers University - Registered Municipal Clerk New Jersey State Registration - Municipal Clerk No. 144 Rutgers University - Labor Management Relations Certification Rutgers University - Equal Employment Opportunity Certification International Public Management Association-HR – Senior Certified Professional, Public Human Resources Health Officer (A-267), Environmental Health Specialist (B-509),

Education William Paterson College, Wayne, New Jersey Fairleigh Dickinson University, Teaneck, New Jersey BS in Public Safety Administration, 1/1974 M.P.A. in Public Administration, 2/1977 GPA: 3.77 Magna Cum Laude Major Area: Management of Organizations

Community Organization Membership Paramus Sunrise Rotary Club, Paul Harris Fellow, Veterans of Foreign Wars Post 711 Bloomfield, NJ - Commander 1994-96, Life Member Vietnam Veterans of America, Inc. Chapter 510, Life Member DVA Chapter Cpl. G. H Keller #14, Life Member Knight of Columbus Council No. 3969, Clifton, NJ -3rd Degree Knight of Columbus Council No. 649, Bloomfield, NJ- 4th Degree Bloomfield Friends of the Library Bloomfield Historical Society Bloomfield / Newark Elks Lodge 788 Rev 18 07 03

Carlos Guillermo Dávila 1061 Sorrento Drive. Weston, Florida. 33326 (302)8644281 (C) [email protected]

Summary

As a high-energy manager, I have been successful in building and motivating dynamic teams. I work hard to cultivate a culture in which staff members feel comfortable voicing questions and concerns, as well as contributing new ideas that drive company growth. I am a results-focused individual with 10 years of progressive leadership experience. I am able to transform high-potential staff into outstanding leaders, who demonstrate the creativity and savvy that is critical to financial and operational success.

Highlights

· Excellent communication skills · Staff development · Compelling leadership skills · Cross-functional team management · Business analysis · Supervision and training · Team building · Skilled negotiator

Experience

Support Specialist June 2017 to Actually Miami, Florida ADP Total Source

· Inquires pertain to software, hardware, and interface of the various systems. · Act as SME for ADP TS products including, consumer, Spending Accounts (FSA, HSA and Commuter Benefits. · Provide support for specific internal and external client product/service applying knowledge of tools used to support. · Identifies programs, problems and provides development. · Prepare and/or participate in roll-outs of new features and provides on-site support as required. · Competent to handle complex and technical issues. · Provide temporary solutions until problems are programmatically corrected.

Logistic Coordinator April 2017 to June 2017 Miami, Florida / USA Laser International Freight Transportation.

Carlos Guillermo Dávila Page 1 · Write weekly and monthly global transportation reports. · Produce bills of lading and update shipment status information. · Monitor shipments to guarantee on-time delivery. · Finish all necessary customs documents and other paperwork. · Exhibit strategic leadership and foresight in support of long-range sales growth. · Oversaw rush orders and order changes. · Resolved problems for customer’s warehouses and carriers.

Project Manager July 2016 to March 2017 Miami, Florida / USA Salt Tile · Coordinating internal resources and third parties/vendors for the flawless execution of projects. · Ensuring that all projects are delivered on-time, within scope and within budget · Ensuring resource availability and allocation. · Develop a detailed project plan to track progress · Use appropriate verification techniques to manage changes in project scope, schedule and costs. · Measure project performance using appropriate systems, tools, and techniques · Report and escalate to management as needed · Manage the relationship with the client and all stakeholders · Perform risk management to minimize project risks · Establish and maintain relationships with third parties/vendors · Create and maintain comprehensive project documentation

Business consultant October 2014 to November 2015 Guayaquil, Guayas / Ecuador Municipal Transit Authority of Santo Domingo – Ecuador · Development of an audit process, protocols, and services, to identify the main problems of administrative, · Operational plan - security and commercial bus terminal of Santo Domingo, through the development of regulations and manuals.

Business consultant January 2014 to October 2015 Guayaquil, Guayas / Ecuador Espol TV · Marketing Plan Development and creation of a sales department. · Development of new television programming. · Market research to determine the preferences of consumers, application of focus groups.

Carlos Guillermo Dávila Page 2 University professor. August 2013 to September 2015 Guayaquil, Guayas / Ecuador · Challenged and motivated students through in-depth lectures and discussions. · Lectured and communicated effectively with students from diverse backgrounds. · Inspired students to translate their academic interests into the real world by taking positive actions. · Initiated thought-provoking classroom discussions to help students develop their critical thinking abilities. · Maintained regularly-scheduled office hours to advise and assist students. · Reviewed admissions folders for students admitted to the Master´s degree program. · Attended workshops on learning goals, classroom management, and student motivation and engaging learning activities.

Santa Maria University Dictated courses: · Business creation · Marketing management · Sales Management · Negotiating and Selling · Marketing Services · Industrial marketing.

Quevedo University Dictated courses: · Business plan · Financial administration · International marketing · International Trade

Management trainer February 2009 to January 2016 Guayaquil, Guayas / Ecuador · Offered specific training programs to help employees maintain and improve job skills. · Developed training program for specific, assigned job tasks. · Developed and delivered all technical training materials. · Trained account executives in marketing, sales, and product lines. · Led learning enhancement classes focused on improving academic and people skills needed for success in the workforce.

CTTI (Professional training center of Santa Maria University)

Carlos Guillermo Dávila Page 3 Dictated courses: · Trading Tools · Key Account Management (KAM) · Leadership and Motivation · Personnel Management

Fedexpor (Exporters Federation of Ecuador) Dictated courses: · Negotiation Processes and International Marketing for market diversification · Management of the supply chain

Interagua (Water Supply Company of Guayaquil – Ecuador) Dictated courses: · Administrative management.

National Director of authorization certificates January 2014 to June 2014 National Transit Authority of Ecuador Guayaquil, Guayas / Ecuador · Negotiated contractual agreements for the country including transportation agreements. · Executed budget amendments for projects such as the Transportation project. · Wrote and revised memos, budgetary documents, and press releases. · Prepared and submitted an annual report on the finances and administrative activities of the department. · Implemented a safety surcharge to help fund internal and contracted public safety services. · Adjudge contracts operating road transport services. · Control and monitoring of bus terminals. · Project management and institutional strengthening of investment and current expenditure.

Secretary Advisor August 2011 to December 2012 Ministry of Internal Affairs of Ecuador · Management information for monitoring and analysis of Units against Money Laundering. · Administer and manage the project of creation of the Community Police Units. · Work together with the other institutions on the new Integrated Security System 911.

Sales Manager June 2009 to August 2011 ABINBEV (AMBEV ECUADOR) · Managed a $70M sales portfolio.

Carlos Guillermo Dávila Page 4 · Achieved 85% of quota within the first year as Sales Manager. · Increased market share by 15% over the course of 2010. · Grew the number of customers by 35% in 2010. · Hired and trained all sales staff for new store location. · Determined merchandise price schedules and discount rates. · Monitored customer preferences to determine the focus of sales efforts. · Generated monthly and annual sales reports. · Created and directed sales team training and development programs. · Resolved customer complaints by exchanging merchandise, refunding money and adjusting bills. · Trained in negotiations and time management. · Identified, developed and evaluated marketing strategies based on knowledge of company objectives and market trends. · Evaluated return-on-investment and profit-loss projections. · Collaborated with advertising and promotion managers to promote products and services. · Collaborated with marketing and communications teams on standardization, design, and production of marketing materials. · Created sales strategies to promote advertising offerings and motivate larger deals. · Managed new product and content releases. · Managed all company customer engagement campaigns

Project Manager October 2007 to June 2009 El Rosado Corporation · Developing new procedures to improve the processes of the organization. · Develop manuals: processes, procedures, and users of the new system of corporate credit cards. · Implement the new system and procedures of credit card user. · Managed a project budget of $5M. · Defined project deliverables and monitored status of tasks. · Drafted action plans and led meetings with department executives to review project status and proposed changes. · Delivered status reports to stakeholders for budgeting and planning purposes. · Monitored team progress and enforced deadlines. · Developed new analytics tool to allow senior management to understand the impact of each project.

Customs Official (Internal Affairs) February 2003 to October 2007 Ecuadorian Customs · Managing several projects to meet the goals of institutional strengthening plan.

Carlos Guillermo Dávila Page 5 · Implement the modernization of customs. · Perform the Strategic Plan of Customs and their respective operational plans, complemented with the Project Management and Strategic Management of Customs. · Investigate alleged irregularities by customs officers. · Receive training from Customs of the French Government and the Anti-Narcotics Police and as a government team member of CIFAD to combat money laundering. · Be considered by ACAMS to join the group to combat money laundering and terrorist financing.

Operations management January 2001 to February 2003 Megaseguridad (Security Company) · Managed more than 1200 security officers for educational institutions, public facilities, and private businesses. · Identified inefficiencies and made recommendations for process improvements. · Installed, maintained and repaired security systems and programmable logic controls. · Designed security policies, alarm response protocols and access card guidelines. · Recommended improvements in security systems and procedures. · Developed procedures for the emergency response and crisis management, physical security, information protection, incident management and investigation units.

Education

Espiritu Santo University 2010 MBA: Master of Business Administration Guayaquil, Guayas / Ecuador

Espiritu Santo University 2004 BBA: Business Administration Guayaquil, Guayas / Ecuador Minor in Finance. Minor in International finances

Nuevo Mundo High School 1996 High School Diploma: Physics and Mathematics Guayaquil, Guayas / Ecuador

Training courses

· Course Evaluation and Project Development.

Carlos Guillermo Dávila Page 6 · International Seminar on Port Modernization. · Seminar on the Prevention of Money Laundering. · Member of ACAMS (Association of Certified Anti - Money Laundering Specialists) · Course traffic control species CITES. · Course on Money Laundering Control, issued by the CIFAD - French Government

Other Experience

Lieutenant of Fire Department of Guayaquil September 1995 to March 2005 · Firefighter Training Program certification. · EPA Hazardous Materials Technician certification. · Executive Fire Officer Certification.

Carlos Guillermo Dávila Page 7

Ken Decker 24581 Williston Road Denton, MD 21629 (410) 984-5119 [email protected]

An ICMA-credentialed manager

Employment History

County Administrator Caroline County, Maryland (Population 33,000) August 2011 to Present • Serve as the Chief Administrative Officer (CAO) of a full-service government in a rural county. Supervise eight department heads leading 160 full-time employees and oversee an annual budget of $48.5 million. • Led the financial recovery of a local government devastated by the Great Recession and state budget cuts. Tripled the unrestricted general reserve balance, increased the bond rating two steps and saved the County’s pension plan. • Negotiated an unprecedented agreement with the regional medical center to improve healthcare access in the county. • Created “The Caroline Way,” a collaborative budget process that maximized stakeholder participation and minimized interagency conflicts. • Helped complete the two highest priority projects in the County: the dualization of MD 404, a major regional highway, and replacement of Dover Bridge.

Town Manager/Zoning Administrator Town of Hampstead, MD (Population 6,500) August 1999 to August 2011 • Played a key role in construction of the $85 million Hampstead Bypass brokering deals between state and federal oversight agencies and environmental stakeholders. • Led the team effort to convert an abandoned historic school on Main Street into 84 units of affordable senior housing. • Authored key strategic plans including the Main Street Revitalization Plan. Overhauled zoning, site plan and subdivision ordinances. Some of the innovative regulations have served as models for other Maryland communities. • Supervised a water system that received the Maryland Municipal League (MML) Award for Excellence and the Maryland Rural Water Association (MWRA) Groundwater System of the Year. • Developed an excellent municipal staff that includes a recipient of the MML Employee of the Year award and numerous other award winners.

Operations Manager Business & Workforce Development Center, Severna Park, MD July 1996 to August 1999 • Managed day-to-day operations of Anne Arundel County’s privatized workforce development agency. Supervised 20+ professional and support staff, developed and implemented new programs, secured numerous grants and managed multiple facilities. • Exceeded every federal, state and local performance standard established for the agency.

Education

Master of Public Administration Eastern Washington University, Cheney, WA 1995 • Selected as a Dean’s Scholar; top 10% of graduate school class

Bachelor of Arts in Economics, Cum Laude Gonzaga University, Spokane, WA 1987

Awards & Related Qualifications

• Town of Hampstead Distinguished Service Award & “Key to the Town,” 2011 • Carroll County Maryland Distinguished Service Award, 2011 • Janet L. Hoffman Award for Outstanding Local Public Service, Maryland Chapter, American Society for Public Administrators, 2010 • Graduate, Maryland Academy for Excellence in Local Government, 2003 • Chair, Carroll Cable Regulatory Commission, March 2001 to June 2011 • U.S. Navy, Active Duty, 1982 – 1985 • U.S. Naval Reserve, 1985 – 1992 • Recipient, Navy Achievement Medal, 1990

ERDAL DONMEZ

11311 NW 11th Court Phone: 954-695-8990 Coral Springs, Florida 33071 [email protected]

SUMMARY

A seasoned public executive and passionate leader that is known for high integrity and professionalism. Team member who strives for excellence, solves problems, and builds a team on a strong foundation of trust and support. Proven experience in managing a nationally recognized high-performing organization and demonstrated results in the areas of economic development, redevelopment, public finance, strategic planning, public safety, and private/public partnerships.

PROFESSIONAL EXPERIENCE

CITY OF CORAL SPRINGS, Coral Springs, Florida City Manager October 2010 – May 2017 Served as the Chief Executive Officer of a nationally recognized, high performing, full-service municipal corporation with a $205 million annual budget. The City is known for top public schools, award-winning parks and recreational facilities, low crime rates, low taxes with conservative financial practices, AAA credit ratings from Wall Street, and customer satisfaction ratings over 95% from both residential and business customers. A summary of my key accomplishments are as follows: • Initiated and completed numerous capital improvement projects over $115 million on time and within budget. • Implemented the planning, designing, financing, and construction of the new Municipal Complex project ($38 million) in Downtown Coral Springs, Florida. • Consistently maintained low crime rates to comparable cities in Florida. • Police Department and 911 Dispatch/Communications Center accredited at the highest national and state levels. • Fire Department has been recognized as the most successful and innovative in Florida • Lowest taxes and fees compared to other comparable full-service cities. • Maintained lowest employee per-capita ratio compared to other comparable full-service cities. • Maintained AAA General Obligation Bond ratings with a Stable Outlook from Wall Street. • Completed every fiscal year within the adopted budget with a positive fund balance. • Annually received Financial Audits with no reportable findings. • Maintained 95% overall customer satisfaction rates from both residential and business customers via annual surveys. • Maintained an employee satisfaction rate of 94%. • Maintained lower unemployment rates compare to local, state and national rates. • The City owned Charter School (middle and high school) received an A rating every year. • Received the highest level performance evaluation (exceeding expectations) from the City Commission with a unanimous vote every year.

Erdal Donmez Page 2

Deputy/Assistant City Manager 2000 -- 2010 • Provided leadership to the City of Coral Springs to while becoming the first local government in the United States to earn the prestigious Malcolm Baldrige National Quality Award in 2007. • Re-engineered government functions with a focus on increasing productivity, lowering cost, and increasing customer satisfaction. • Led the restructuring of all the economic development functions that resulted in the doubling of a non-residential tax base to preserve the lowest millage for a full-service municipality in Broward County. • Managed the planning, financing, and construction of a multi-million square foot redevelopment program in Downtown Coral Springs, Florida.

CITY OF MIAMI, Miami, Florida Director - Department of Real Estate & Economic Development 1995 – 2000 • Structured a $25 million HUD Section 108 Loan to initiate a $100 million private/public partnership project on Watson Island. • Established new standards and guidelines for joint private/public partnership programs to redevelop several publicly owned waterfront properties located in Bayfront Park, Watson Island, Virginia Key, and Dinner Key, Florida. • Managed all of the citywide economic development activities that included the implementation of a federally funded empowerment zone initiative. • Managed two community redevelopment districts that were located adjacent to Downtown Miami. Activities included the removal of slum and blight, the acquisition and disposition of property, and the financing of both commercial and residential projects.

ARTHUR ANDERSEN & CO., S.C., Miami, Florida Senior Consultant – Real Estate Advisory Services Group 1994 – 1995 • Provided a wide range of financial advisory services to both domestic and international clients in project financing, debt restructuring, and portfolio analysis. • Prepared financial feasibility plans for a $2.5 billion Blockbuster Park project which was the largest private/public joint development initiative in South Florida’s history. • Conducted financial feasibility studies for numerous residential, commercial, and sports facilities that were located in the United States and the Caribbean.

CITY OF MIAMI, Miami, Florida Financial Services Coordinator – Department of Development 1984 - 1994 • Coordinated the development of several publicly sponsored real estate projects. • Managed two multi-million dollar tax increment trust funds. • Represented the city in negotiating issues that were related to the financing of major redevelopment projects located in Downtown Miami, Florida. • Coordinated the issuance of the first publicly offered tax increment revenue bond ($11.5 million) in Miami-Dade County history. • Coordinated the city’s economic development effort with other public/private agencies. • Produced both business and industrial development publications for the City.

Erdal Donmez Page 3

GENERAL DEVELOPMENT CORPORATION, Miami, Florida Financial Analyst 1983 - 1984 • Introduced alternative financing techniques to improve company sales. • Conducted feasibility studies of major land development projects in Florida. • Automated financial and statistical models by using various computer languages.

EDUCATION

• Bachelor of Science, Economics/Mathematics, 1980 Florida State University, Tallahassee, Florida • Completed all of the course work required for Master of Science in Economics, (1982) Auburn University, Auburn, Alabama • Certificate of Economic Development Finance, 1997 National Development Council, New York City, New York • Senior Leadership Development Program, 2003 Center for Creative Leadership, Colorado Springs, Colorado

AFFILIATIONS

• Board Member & Trustee, Coral Springs Chamber of Commerce • Board Member, Coral Springs Community Chest • Board Member, Greater Fort Lauderdale Alliance Investor Council • Leadership Broward/Senior Executive Orientation (2004) • Leadership Miami, Greater Miami Chamber of Commerce (1987) • Past President of Miami Economic Association • International City/County Management Association • Urban Land Institute • Financial Advisor, Coral Springs Economic Development Foundation • Florida Redevelopment Association • Lambda Chi Alpha Fraternity

REFERENCES

• Available upon request. Kevin L. Dorn 88 Beech Street, Essex Junction, VT 05452 802-777-9446 (Mobile) [email protected]

Career Objective

To apply my extensive and varied experience in federal, state and local government as City Manager in a community looking for a visionary, collaborative and inclusive leader who can work with the City Council and staff to improve the quality of life for all residents being always mindful of impacts on taxpayers.

Highlights

• Proven chief executive in both the public and private sectors responsible for all areas of organizational management • Four decades of leadership experience in senior level positions at the local, state and federal government levels as well as in private sector advocacy • Experienced problem solver, innovator, strategic planner and decision maker • Skilled in financial, budgetary and personnel management • Strong communicator and public speaker • Focused on collaboration and team building to achieve objectives • Record of success in government and private sector leadership • Accountability-driven with focus on results • Flexible and collaborative team leader and team member • Have served communities in both an appointed and elected capacity

Experience

City Manager, City of South Burlington, Vermont April 2013 - Present

Responsible for all aspects of local government management to include providing support to the City Council, management team leadership, financial and personnel management, strategic visioning and planning for community growth and quality of life, liaison with residents and stakeholders, intergovernmental relations, contract negotiations, lean process improvements, communications – public information - transparency, and embracing all aspects of executive leadership in the community. Have succeeded by creating a culture where all City employees feel supported and work to perform at their highest level while promoting a team approach to addressing challenges and opportunities.

• Hired by the South Burlington City Council on short notice and on an interim basis to stabilize a volatile situation arising from the abrupt termination of a prior manager’s contract. Later asked to stay on as permanent City Manager. • Addressed and corrected serious deficiencies in financial management, human resource management and the deterioration of public buildings and infrastructure. • Brought stability to municipal government by re-engaging the management team and all City employees in partnership with the Council and other stakeholders to create a vision for the future and began to develop and implement plans focused on a Complete Community concept. • Partnered with the development community to begin work toward achieving the community’s long-held vision to develop a true downtown, or “City Center” for South Burlington. • Focused community efforts on economic development and job retention.

KEVIN L. DORN PAGE 2

• Developed and implemented a comprehensive employee review and evaluation program that had not existed in municipal government and began succession and continuity of operations planning for all departments. • Leader of a multi-community effort to share municipal services and leverage economies of scale in order to achieve greater efficiencies and value to the taxpayers. • Led a rebranding effort for municipal government and the City. • Successfully negotiated contracts with three bargaining units. • Helped to develop several community-based organizations to provide private sector support for community initiatives and economic development.

Secretary of Commerce and Community Development Cabinet Member, Governor James H. Douglas Montpelier, Vermont 2003-2011

One of six Cabinet Secretaries reporting directly to the Governor. Responsible for all management and programmatic functions associated with an agency comprised of three departments, a division and a government enterprise (Vermont Life Magazine).

• Introduced best practice management processes that improved the efficiency and effectiveness of Agency programs and maintained a customer centered focus even as funding for the Agency was reduced by almost 10% and staffing levels by 20%.

• Transformed the Agency into a more efficient managerial structure by reorganizing administrative components into a single business center and consolidating two departments into one. Led other state agencies by introducing lean process, value stream mapping, A3 reporting, cross training and similar management practices. Introduced performance based contracting into partner relationships.

• Designed and executed business development strategies involving foreign governments and led multiple trade missions advancing Vermont businesses’ foreign trade objectives.

• Collaborated with fellow agencies as well as quasi-governmental and private sector “partnering” organizations in the fields of economic and community development, tourism marketing, housing and planning.

• Led multiple “case management” teams supporting business recruitment or expansion opportunities. Organized and deployed an array of economic development tools that facilitated the successful growth of these businesses in Vermont contributing to the 4th lowest statewide unemployment rate in the country (at that time).

• Led the Governor’s economic development legislative and regulatory agenda before the Legislature and the public. Represented the Agency on multiple boards and commissions.

Consultant GlobalClassroom, Inc. Burlington, VT June 2011 – June 2012

Served in a consulting role supporting a technology startup in the e-learning, online education sector focusing on sales, marketing and organizational development.

KEVIN L. DORN PAGE 3

Executive Officer Home Builders and Remodelers Association of Northern Vermont South Burlington, VT 1993-2002

As chief executive, developed new programs, services and revenue sources for a high profile trade association with 400+ members. Grew membership and programmatic revenues by over 25% and transformed the Vermont Home Show, the Better Homes Award Program and the Association’s health, life and disability insurance programs into major revenue- generating operations. Served as chief legislative and regulatory advocate before State agencies and the Legislature.

Government Affairs Director Vermont Association of REALTORS Montpelier, VT 1989-1993

Director of Legislative Affairs General Aviation Manufacturers Association Washington, DC 1986-1989

Manager, Government Affairs Fairchild Industries Washington, DC 1984-1985

Legislative Director U.S. Congressman Frank Horton Washington, DC 1981-1984

Staff Assistant U.S Senator David Durenberger 1980-1981

Congressman Nicholas Mavroulas 1979-1980 Washington, DC

Education

George Mason University Masters level coursework in Business Administration 1985-1986

Minnesota State University at Mankato BA in Political Science & Economics, magna cum laude 1978

Professional and Civic Activities

Essex Junction Prudential Committee (School Board) (Chair, Vice Chair) Chittenden Central Supervisory Union School Board (Clerk) Vermont Society of Association Executives (President) Rebuilding Together * Greater Burlington (Founder and President) Williston-Richmond Rotary Club (Charter Member) John M. Dunnuck III

1100 SE 5th Ct., #55 (772)214-7553 Pompano Beach, Florida 33060 [email protected]

SUMMARY OF QUALIFICATIONS

Leading, listening, engaging, and delivering high quality services with honesty and integrity to communities for over twenty years. Experience in the following:

Budget Development Procurement Parks & Recreation Finance Community Development Public Safety Emergency Services Risk Management Human Resources Strategic Planning Facility Management Utilities

PROFESSIONAL HISTORY

Broward College (Fort Lauderdale, Florida) (2012- Present) Vice President Operations  Aspen Institute awarded Top three (3) community colleges in the United States.  Launched regular campus meetings with student leadership to improve communications.  Manage 2.5 million square feet of facilities and infrastructure for 65,000 students throughout three city sized campuses.  Oversee a 24/7 Safety and Security Department roughly the size of a city’s police department.  Implemented strategy to reverse $100 million dollar deferred maintenance without public tax dollars.  Successfully delivered private-public partnership to generate $200 million of revenue to College.  No challenges in Procurement since taking over Department.  Outsourced bookstore operations to increase revenue by $4 million dollars.  Launched a centralized Security Operations Dispatch Center with no new operational dollars.  Submitted successful FEMA reimbursement for Hurricane Irma.

City of Naples (Naples, Florida) (2011--2012) Procurement Manager  Stabilized Procurement policies and processes creating a competitive, transparent and ethical environment.  Developed a comprehensive procurement training program for employees.  Reduced department by thirty percent while improving service delivery.  Worked closely with management team and legal counsel. John M. Dunnuck – page 2

South Florida Water Management District (West Palm Beach, Florida) (2004--2011)

Business Services Director - Everglades Restoration and Capital Projects  Responsible for human resource decisions of 500 employees.  Managed the billion dollar restoration program – Acceler8.  Prepared a long-range capital improvement program.  Liaison to the Federal Government’s Army Corp of Engineers.  Served on Governor’s economic development advisory committee.  Responsible for 2 million acres of land and land acquisition activities in south Florida.

Board of County Commissioners (Collier County, Florida) (1995-2004) Public Services Administrator (2002-2004)  Led the following departments: Parks and Recreation, Libraries, Emergency Medical Services, Animal Control, Museums, Social Services, Veteran Services.  Increased coastal opportunities to alleviate impact on City of Naples.  Launched $50 million-dollar regional water park / sports complex to provide alternatives to beach demands.  Directly responsible for 60% of ad valorem dollars.  Chief Union negotiator for the County’s Emergency Management Services.  Leveraged grant funds to reduce health care expenses for underserved populations.

Community Development Administrator (2000-2002)  Led the following departments: Planning, Zoning, Building Inspections, Code Enforcement, Engineering, Pollution Control, and Tourist Development.  Brought integrity back to the division following previous administration’s issues.  Served as County’s liaison to the Collier Economic Development Council.  Managed growth challenges during time when community was the second fastest growing community in the United States.  Proposed policies to the Board relating to all growth management issues.  Consolidated impact fee studies to save millions of dollars.

EDUCATION

Bachelor of Science in Applied Life Studies, University of Illinois

COMMUNITY INVOLVEMENT

Church By-the-Glades – Feed the City

Coordinate Niemann Pick Disease fundraising for research.

Jeffery A. Eder 409 Independence Dr. East Peoria, Illinois 61611 (309) 207-0543 [email protected]

EXPERIENCE

City of East Peoria City Administrator August 2016 – present

Head of management team for a full-service city with responsibility for caring out directions from the Mayor and each Commissioners.

 Coordinates with Commissioners on the operations of individual departments they oversee.  Manages City budget process working with department heads leading to council approval.  Hired an outside consultant to lead the City through a strategic planning process. This allowed council and staff to discuss important issues and determine priorities.  Worked with the Public Works staff and outside engineering consultant to gain approval for an estimated $45 million dollar waste water treatment plant upgrade including a fee increase to pay for the improvements.  An early retirement program lead to a significant amount of staff turnover particularly in the public works department. This allowed for reorganization within public works creating efficiencies and getting the different divisions to work more closely together.

City of Rock Island Assistant City Manager / Community and Economic Development Director June 2012 - August 2016

Manage department consisting of three divisions: Planning and Redevelopment Division, Economic Development Division, and Inspections Division in furtherance of City Council goals and adopted policies.  Responds to requests and initiates development projects in accordance with Council goals.  Researches, reviews, edits, and prepares reports, memoranda, and policy recommendations for review and consideration by the City Manager and City Council.  Prepares and administers annual department budget, reviews and approves requests for materials, contracts, and purchases of services, supplies and equipment.  Oversees the administration of funds involved in various community development projects; coordinates with outside agencies and departments involved with community projects; coordinates application processes for state and federal grants.  Represents the City at a wide range of community and economic development meetings on the neighborhood, city wide, business district, and regional and bi state basis.  Serves on and provides staff support to a number of City Boards and Commissions.

 Meets with other department heads regarding projects that involve interaction with and cooperation of other City agencies to ensure successful, cooperative efforts.

Village of Franklin Park Director of Community Development May 2009 – June 2012

A reorganization of departments resulted in keeping economic development and planning operation with the addition of the building department responsibilities. Building Division:

 Oversight of building permits, code enforcement, health inspections, occupancy program, multifamily housing inspection program and property transfer inspections were added to my responsibilities under this position.

Planning and Development Division:  Previously listed duties continued under this position.  Grant writing and management including drafting and receipt of a $200,000 brownfield grant from the USEPA for the remaining cleanup of an old dry cleaner site in the downtown.

Director of Planning and Development April 2003 – May 2009 I continued all the duties of the previous position, plus added the following:  Provided staff support to the Plan Commission and the Zoning Board of Appeals, which averaged approximately 30 to 40 hearings per year.  Oversaw the development and enacting of a new Comprehensive Plan and a Transit Oriented Development Study of the Downtown Metra Station.  Attracted and put together an incentive package for a major developer to redevelop a long under used shopping center in parts of 3 TIF districts with the Village completing the land assemblage.  Help attract developers which redeveloped over 1 million square feet of industrial space within Franklin Park.

Director of Economic Development November 2000 – April 2003  Responsible for creating the new position of Director of Economic Development  Established a Business Retention Program and annual networking luncheon for local businesses.  Provided staff support to the Economic Development Commission.  Treasurer and staff to the Grand Avenue Railroad Relocation Authority:a special unit of local government specifically tasked with overseeing an approximately forty-five million dollar grade separation project in the Village of Franklin Park.  Created guidelines for the use of the Cook County Class 6b industrial incentive.  Obtained an IEPA brownfield grant which was used to evaluate and partially remediate several sites in the downtown area with the assistance of Federal and State lobbyists for the Village to further its interests.

Locus Information Systems March 2000 – August 2000 Director of Business Development  Planned, identified, and implemented sales and marketing programs designed to build relationships with potential clients.

Greater Champaign-Urbana Economic Partnership November 1997-March 2000 Director - Economic Development  Directed overall economic development effort for the Champaign-Urbana, Illinois area.  Recruited NEG Micon: a 60,000 square foot manufacturing facility employing 50 people.  Responsible for a retention program that included visits to seventy companies in the last fiscal year  Helped two local companies expand creating a $20 million investment and 60 new manufacturing jobs.

North Central Indiana Private Industry Council 1995-1996 Grant Writer  Wrote JTPA and various other grants.  Designed and implemented a new budget tracking system for the six offices.

Grissom Redevelopment Authority 1994-1995 Manager of Property/Developer  Managed all development prospects; gathered and developed marketing information

Peru/Miami County Economic Development Corporation 1993-1994 Manager of Technical Support Services  Organized the Real Estate Symposium with the Institute of Real Estate Management; administered the Neighborhood Assistance Program Grant; distributed requested information to prospective industrial prospects

EDUCATION University of Oklahoma,  Economic Development Institute Graduate 2002

Indiana University, Kokomo, Indiana  Masters of Business Administration, May 1997

Ball State University, Muncie, Indiana  Bachelor of Urban Planning and Development, May 1993  Bachelor of Science in Environmental Design, May 1993

Indiana Economic Development Academy, Ball State University  Basic Economic Development Course, May 1993

References available upon request

ROBERT FARMER

SUMMARY OF QUALIFICATIONS: I have a proven professional career of more than 30 years in both the public sector, including 17 years as a progressive and authentic executive public agency leader. My career has been highlighted by repeatedly elevating agencies out of crisis, developing employee leadership and management skills, and being a transformational leader for a healthy organizational culture. My experience includes: Providing visionary leadership across large, diverse public sector organizations; budgeting and transparent fiscal management; building strong lines of communication, trust and effective working relationships between internal and external stakeholders as well as throughout entire organizations; emergency, calamity and large-scale incident management; public and private policy development with impact and risk assessment; negotiation, mediation, and facilitation of complex labor relationships; proven experience in the resolution of sophisticated human resource and ethics issues. PROFESSIONAL EXPERIENCE:

ATOS SE, NORTH AMERICAN OPERATIONS - Benzos, France Director, NextGen & Smart Cities Solutions May 2017 / June 2018 • With the rapid progression of the public safety industry migrating toward NG911 and other mission critical technologies, I help our clients and internal partners understand each other's vision, needs and capabilities. Responsible for building and strengthening business relationships, and clearly communicating the value of our team's solutions. Currently focused on providing Smart City, Next Generation 911, ESInet, and call-taking solutions for Federal, DoD, State and Local Government, Airports, School Districts and Major Universities across North America.

LEE COUNTY DEPARTMENT OF PUBLIC SAFETY - FORT MYERS, FLORIDA Director of Public Safety / Emergency Management 2013 / 2017 • Provide vision, direction, and leadership to more than 400 high-performing public safety professionals in the delivery of emergency services to the community, located on the Gulf Coast of Southwest Florida. The Department of Public Safety consists of multiple divisions, including Emergency Telecommunications and countywide Fire / EMS dispatch, Emergency Management, Emergency Medical Services (ground transport ALS/BLS, rotor-wing transport, and countywide COPCN), two dependent fire protection districts, and all E911 / communications network infrastructure for the Cape Coral - Fort Myers metropolitan area. The year-round population of Lee County is more than 720,000 residents but climbs dramatically as more than 4 million people visit during the winter tourist, spring break and baseball spring-training seasons. • Developed, implemented and maintained accountability for the department’s $41.4m (FY16-17) annual operating and capital budgets, including oversight of EMS billing for the more than 86,500 calls for service (approx. 68,000 transports) performed annually. • Serve as the county's Director of Emergency Management, and as a member of the Board of Directors for Southwest Florida's Urban Search and Rescue team / Florida FEMA Task Force 6. • Successfully led the department through four independent national public safety accreditations, including: Dual ACE accreditation in Emergency Medical and Emergency Fire Dispatch (EMD / EFD) from the International Academies of Emergency Dispatch (IAED); accreditation of the LeeFlight rotor-wing air-medical program by the Commission on Accreditation of Air Medical Transport Services (CAMTS), and accreditation of the emergency medical services division by the Commission on the Accreditation of Ambulance Services (CAAS). • Founded the "Lee County Public Safety Leadership Academy." The academy is conducted bi-annually, which provides an opportunity for employees within all levels of leadership to enhance their skill set, work with passionate individuals, and build their professional network. The week-long academy covers a wide array of topics including, but not limited to, communication skills and techniques, conflict management, public speaking, process improvement and ethics.

THE AMERICAN COLLEGE OF PARAMEDIC EXECUTIVES - PLATTE CITY, MO Charter Commissioner / Fellow 2016 / present • The purpose of the American College of Paramedic Executives is to implement and oversee the administration of a professional credentialing program for supervising officers in EMS and related organizations throughout the discipline of paramedicine, on behalf of the National EMS Management Association (NEMSMA).

[email protected] | (740) 272-1463 ROBERT FARMER

PROFESSIONAL EXPERIENCE (CONT.):

INTERNATIONAL ASSOCIATION OF EMERGENCY MEDICAL SERVICES CHIEFS - Washington, DC Executive Board Member 2011 / 2015 • The IAEMSC is a member driven organization whose mission is to support, promote and advance the leadership of EMS response entities and to advocate for the EMS profession. Membership of the IAEMSC is made up of leaders from both career and volunteer EMS organizations, representing public and private EMS agencies that collectively respond to more than 3.3 million emergencies and transport 2.78 million patients annually.

DELAWARE COUNTY EMERGENCY MEDICAL SERVICES - Delaware, Ohio Director / Chief Officer of Emergency Medical Services 2004 / 2013 • Responsible for all countywide emergency medical service operations, serving approximately 180,000 residents from eleven locations. Oversee the 140-member unionized staff. Appointed member of the County’s 911 Leadership Board, leading the Delaware County 9-1-1 Center (DelComm) through countywide consolidation. • Led the department successfully through its initial accreditation by the Commission on the Accreditation of Ambulance Services (CAAS), without deficiency. • Recognized in August 2012 by both the State of Ohio Senate and the State of Ohio House of Representatives for an "Unwavering Dedication to Excellence in Leadership."

CITY OF UPPER ARLINGTON, FIRE DIVISION - Upper Arlington, Ohio Firefighter / Paramedic, Engineer, Certified Fire Safety Inspector 1991 / 2004 • Active in the Upper Arlington Firefighters Association (IAFF Local 1521) as the Public Relations Representative, working with civic associations and community organizations to arrange countless community activities, safety initiatives, blood drives and charity fundraisers. • Assignments included those of Engineer-Truck/Ladder Company, Heavy Rescue Company and as lead paramedic on an ALS transport vehicle. • Served as the Paramedic liaison to the nine physicians of the Upper Arlington Medical Advisory Board.

MEDFLIGHT OF OHIO - Columbus, Ohio Critical Care Flight Paramedic / IT Project Manager 1998 / 2001 • Presented, by invitation, in Washington D.C. at the Association of Air Medical Services (AAMS) Spring Management Conference in March 2000, and by invitation again in Salt Lake City, UT at the Association of Air Medical Service’s (AAMS) - Air Medical Transport Conference (AMTC) in October 2000.

EDUCATION: • Master of Business Administration (MBA) Current Graduate Student, University of Southern Mississippi, Graduate School of Business, Hattiesburg, Mississippi. • Bachelor of Science in Management (BSM) Hodges University, Johnson School of Business, Naples, Florida. • EMS-Paramedic Certification Columbus State Community College, EMS/Fire Science Program, Columbus, Ohio

[email protected] | (740) 272-1463 Daniel R. Faulkner 342 GaryAvenue Benton Harbor, MI4gozz Home: 269.325.8165 e-mail: dan.faulkner@live. com

City of Naples ZSS Eighth Street N Naples, Florida S4Lo2

July 8, zorS

Re: City Managers Position - Naples, Florida

Dear Mr. Baenziger:

Consider this correspondence as a transmittal of my resume and other supporting documentation to be considered for the city manager for Naples, Florida.

By way of my personal background, I currently serve as a village administrator, street administrator and state licensed water operator for the Village of Lawrence, Lawrence, Michigan. I understand from the posted job description that the city is seeking a highly qualified candidate to serve as principle advisor for all technical and administrative areas pertaining to the effective management and delivery of city services. I believe that my educational background concentrating in business and public administration as well as my combined job experiences in city government and in the private sector would make me an ideal applicant for the position.

My philosophy for a successful employrnent relationship between an elected body and a chief administrative official begins by establishing a high level of trust. Understanding that trust is earned and not given. I approach my responsibilities as a manager first and foremost with a commitment to professional ethics followed by unequivocal transparency and a desire for enriching community engagement. When these attributes are combined with a history of successful performance and accountability, the necessary level of trust will ultimately be developed.

As a village administrator, I am comfortable working with all types of people, cultures, and can conduct public meetings that demonstrate leadership and compassion to even the most difficult and challenging constituents. Additionally, I believe that my being actively engage with FEMA has grven me the ability to quickly and thoughtfully engage in analytical problem solving, which I believe to be an additional asset for the City of Naples.

I am confident that my combination of educational background, as well as my good standing membership with the (ICMA) International County/City Managers Association. I am interested in the open Managers position for the City of Naples.

Sincerely,

Daniel R."--"\ Faulkner Enclosune: Resume SUMMARY RECENT EXPERIENCE More than 1g years of experience in municipal governments as well as 22 years in the private sector with expertise in the following areas:

Relevant Local Government Experience

Village Manager/Street Administrator/State Licensed Water Operator, Village of Lawrence February zor4-Present Lawrence is a village with a population of 996 covering six square miles. It is centrally located in the county of Van Buren, Michigan (population 76,258).

Duties and Responsibilities as Village Manager: ' Redevelopment Ready certi{ied to implement practices to be certified as a Redevelopment Ready Community. ' Responsible for the Villages compliance with county, state and federal regulations such as annual budget, audit, consumer confidence report, Transportation Asset Management Commission with ADARS reporting drinking water and waste water monthly reports including annual lead and copper testing. ' Creation of zo-year water, waste water capital and financial improvement plans and the newly required zot8 water asset management plan. . Street Administrator of the Villages roads and bridge inspections. ' Instrumental in working with the Van Buren County Intermediate School district, House Representative Aric Nesbitt, Senate leader Tonya Sehuitmaker and the Michigan State Transportation committee to pass legislation to exempt trucks and busses from having to stop at abandoned rail crossings. ' Annual contract negotiations of police contract with the Van Buren County Sheriffs department. Oversight responsibilities for fire, roads, storm water drainage, water and waste \ /ater, parks, planning, zoning, finance, general seryices and personnel. ' Grants obtained: Rural Task Force major street fund 585k, Congestion Mitigation andAir Quality (CMAQ) 383k, West Alley Project Grant 35ok and the Facade Tmprovement Grant zok.

President and Chief Operating OfEcer, Education on Wheels,Inc., Watervliet, Michigan February rggr-February 2ot4 Education on Wheels, Inc. is a library book company'that specializes in the sale of library book to schools and public libraries. Located in Waten'liet, Michigan. The company had three departments 35 employees.

Duties and Responsibilities as President and Chief Operating Officer: . Prepared and submitted Request for Proposals (RFPs) for new school core library collections. ' Created and managed sales quotas for independent sales representatives.

Production Supervisor, Zenith Data Systems, SaintJoseph, Michigan August r987-February 1991 Zenith Data Systems was a computer company that was an innovator and manufacturer of personal computers and laptops for the Federal government and public at large.

Duties and Responsibilities as Production Supervisor: . Supervised an assembly line of 3z United Steel Workers Union employees. . Negotiated employee United Steel Workers 3-year contract. EDUCATION a Western Michigan University: Extended University Programs (Science), B.S: Kalamazoo, Michigan (zor7) a Kalamazoo Valley Community College: Business Administration: A.A, A.S: Kalamazoo, Michigan (zor4)

LICENSES AND CERTIFICATIONS Engaged in the ICMA Professional Development Certification Program (zorZ) ) Michigan Association of Planning Certification (eor6) a Michigau Economic DevelopmentCorporation (MEDC) Redevelopment ReadyCommunities Best Practice Trained (zo16) IVlichigau Depar&ent of Environmental Qualrty (MOfq1 S-3, D-g Licensed Water Operator (zot6/zor7). State of Michigan ClassA CDL License with Hazmat, Tanker, Doubles and Tfiples trailers endorsements (Curren$. State of Michigan trained and licensed to operate Front End Loader, Back Hoe, and Skid Steer. Salt truck and cold patch equipment (zotSlzoU).

PROF?"SSIONAL AND COMMUNTTY AFFILIATIONS RotaryClub a Lions Club International a ICCMA International City/County ]1[ansgement Association EDUCATION

MASTER OF PUBLIC ADMINISTRATION Marriott School of Management Brigham Young University Provo, Utah

BACHELOR OF ARTS IN POLITICAL SCIENCE Brigham Young University English Minor Provo, Utah J. DAVID FRASER El WORK EXPERIENCE ABOUT SENIOR ASSOCIATE Municipal Solutions - Goodyear, AZ B 2013 to Present My experience as an association Executive Director and City Manager • Provide Intergovernmental consultation to private industry, including Fortune 500 have given me a breadth and depth of companies. experience in Financial Management, • Perform Efficiency Studies for local governments to identifyopportunities for cost Contract Negotiation, Labor savings and enhanced service provision. Negotiation, Utility Management, • Promote excellence in local government through a menu of services including Community/Economic Development, executive recruitment, sharing of best practices, and partnership creation. 3nd Intergovernmental Relations. CITY MANAGER City of Boulder City, NV CONTACT 2013 to 2017 Ill • Manage City Operations including administration of a $58,000,000 budget and supervision of over 300 full/pt employees. Address: 1583 Bermuda Dunes Dr. • Negotiated over $288,000,000 in long-term solar revenue for the City, allowing the City Boulder City, NV 89005 to pay off 100% of general fund debt in a two year period. Phone : 775.220.0867 • Established partnership to construct and manage the world's first civilian droneport; opening the door for economic development in the burgeoning unmanned aerial system Email : [email protected] industry. • Successfully negotiated eight separate collective bargaining agreements, none of which required arbitration. AT A GLANCE II EXECUTIVE DIRECTOR Nevada League of Cities & Municipalities 23 Years of Management Experience 2003 to 2013 • Direct all League operations and function as primary League lobbyist/legislative 13 Years Municipal Management coordinator. • Developed the League's first multi-year Strategic Plan to sharpen the League's vision 1 0 Years Ass ociation Executive and expand the League's influence with the State and Federal governments. • Developed innovative new League programs including league sponsored web-based 4 Time City Manager community streaming video services and a supplemental retirement pool to better serve member municipalities and diversify League revenue sources. 2 Time Executive Director • Achieved 100% League membership for Nevada cities and significantly expanded corporate participation and sponsorship in League programs 4 Board of Directors Pos itions • Administer health insurance pool for municipalities, counties, schools and special districts. • Serve as municipal representative on State advisory boards including State-wide Transportation Technical Advisory Board (Nevada Department Of Transportation), Private Activity Bond Advisory Committee (Nevada Department of Business and Industry) and the Advisory Committee for Participatory Democracy (Secretary of State). CITY ADMINISTRATOR City of Beloit, KS 1998 to 2003 • Superviseddaily operation of all City Departments including Airport, Police, Fire, Parks & Recreation, Transportation, Finance and Administration as well as the Electric, Water and Wastewater Utilities. PROFFESIONAL • Led the City in proactive, goal-oriented planning which included updating the City's Comprehensive Plan, Capital Improvement Plan and City Code; as well as updating REFERENCES the City's Comprehensive Policy Manual. • Supervisedsignificant capital projects including construction of a Fire Station, Electric Substations, Airport Hangar and Runway improvements, Street Construction and Water/Wastewater improvements. • Collaborated with local College and Hospital in creating a consortium to own and Available Upon Request operate a multi-use Wellness/Recreation Center. • Increased Utility Cash Reserves by 390% with no increase in utility rates while pursuing an aggressive capital replacement schedule.

CITY MANAGER City of Buchanan, Michigan 1996 to 1998 • Directed City operations and projects and provided staff support and expertise to community advisory boards and committees. • Acquired State Brownfield Redevelopment funds for Demolition, Environmental Remediation and Redevelopment of City-owned Industrial Park. • Managed Human Resources includi ng negotiation of Collective Bargaining Agreements. • Supervised Capital Projects including Street Reconstruction, Bridge Replacement and Water Tower Restoration-including Capital Budgeting, Bond Issuance and State Appropriations. TOWN ADMINISTRATOR Town of Miliken, Colorado 1994 to 1996 • Under direction of the Town Board of Trustees oversaw City Operations and projects including significant Capital Facilities, Parks, Drainage and Water Project management. • Represented City's interests on Award Winning Regional Planning Team comprised of Mayors, Commissioners and Managers of nine Municipalities and two Counties in Rapid Growth region. • Supervised Department Heads and acted as Director of Finance, Personnel, Planning, Community/Economic Development and Risk Management. • Acquired Grant Funding for a Municipal Complex, Park Renovation, and Comprehensive Planning from CDBG, GOColorado and Energy Impact resources. Facilitated Community Consensus on new Municipal Complex location and design. OTHER RELEVANT EXPERIENCE BOARD OF DIRECTORS National League of Cities 2007 to 2010 Represent Region Eight (WA, OR, CA, NV, AZ, ID, AK) Municipal Leagues. • Provide Policy Guidance to National League Staff regarding Strategic Direction. • Formulate Municipal Policy recommendations for Ratification by NLC Membership. GOVERNMENT AFFAIRS POLICY COMMITTEE ICMA 2005 to 2012 • Monitor and Debate Federal and State Policy Issues impacting Local Government. • Report Issues and Recommend Policy Positions to ICMA Membership and Board of Directors. • Oversee Policy Research including the Development of White Papers. • Provide Research to Partner Organizations including the National League of Cities to Facilitate Legislative Advocacy. EXECUTIVE DIRECTOR Buchanan Downtown Development Authority 1996 to 1998 • Implemented Downtown Development and Beautification with advice and consent of Board of Directors comprised of City Residents and Business Owners. • Managed Revolving Loan Fund capitalized by Federal dollars to Enhance Local Business and Attract additional Business to the Community. • Negotiated Cooperative Agreements and Implemented Joint Programs with the Buchanan Area Chamber of Commerce and the Buchanan Tax Increment Finance DAVID W. FRASHER 317 Oakshores Circle, Hot Springs, Arkansas 71913 503-863-8606 | [email protected]

EDUCATION Washington University School of Law Mac Murray College Doctor of Jurisprudence | Class of 1993 B.S. Administration of Justice | Class of 1981 Saint Louis, Missouri Jacksonville, Illinois

PROFESSIONAL EXPERIENCE

City Manager Hot Springs, Arkansas March 2016 – June 2018 Hot Springs is a historic resort community with a population of 38,000 and is the home of Hot Springs National Park. Located in the Ouachita Mountains and forty miles southwest of Little Rock, Hot Springs was recently named the number one emerging tourist destination in America by Priceline.com. It is the county seat of Garland County with a population of 100,000. The City has an annual budget of $114M and provides services through its 634 employees in fourteen municipal departments, serving six million visitors annually. The City Manager is responsible for all day to day operations and reports to a seven-member elected Board of Directors. Notable achievements: . Developed a new self-insured employee health plan, improving healthcare quality and accessibility for employees; saving more than $1M annually in healthcare costs. . Adopted and implemented a Downtown Redevelopment Plan, leveraging federal Economic Development Administration grants to produce millions of dollars of new private investment; created partnerships for high tech parking, new pedestrian and bike facilities, updated city aesthetics, and broadband conduit installations across Hot Springs. . Designed, funded and constructed a new city-wide public safety radio communications system using a temporary property tax levy that won overwhelming public support; the project delivered fully interoperable digital communications for police, fire, ambulance, and utilities personnel. . Created the Northwoods project; a 2000 acre urban wilderness park resulting from a visionary public/private partnership with the Walton foundation and featuring 44 mi. of trails designed by the International Mountain Biking Association, including three pristine lakes, paddle sports, hiking, and other recreational amenities.

City Manager Oregon City, Oregon April 2010 – October 2015 Oregon City is a growing community with a population of 36,000. Located in metropolitan Portland, it serves as the county seat for a population of 370,000. The original end of the Oregon Trail, Oregon City long served as the capital of the territory and is the oldest incorporated city west of the Rocky Mountains. During time of service, Oregon City had approximately 250 employees and an annual budget of $87M. The City Manager reported to the City Commission and was responsible for ten municipal departments, an Urban Renewal District, and Municipal Court operations. David W. Frasher

Notable achievements: . Completed new $25M highway interchange to facilitate 70 acres of commercial development. . Developed master plan, generated public/private partnerships, and secured $20M in funding for the Willamette Falls Legacy Project, which included a new Riverwalk in the heart of the City. . Added more than $4M to City's annual revenues without a tax increase. . Negotiated purchase of school district land; secured additional funding; and planned consolidation of new police, court, and City Hall campus to better serve the public. . Obtained funding and implemented capital projects to address deferred maintenance in streets, water, and sewer services. . Designed and implemented successful downtown revitalization program that dramatically improved the local economy, tax base and transformed the image of Oregon City. . Funded, designed, and constructed a new state of the art public library. . Drastically reduced labor disputes and grievances to nearly zero within two years.

City Manager Grants Pass, Oregon November 2005 – August 2009 Grants Pass, a developing community of 35,000 in southern Oregon, is the commercial and employment epicenter for the wider county population of 83,000. During time of service, Grants Pass was a full-service city with 231 full-time employees and an annual budget of $95M. The City Manager, reports to the Grants Pass City Council, and was responsible for daily operations of all municipal departments; and managed the Grants Pass Redevelopment Agency and its annual budget of more than $2.5M. Notable achievements: . Consolidated Utilities and Streets Departments into single Public Works Department to improve performance and efficiency. . Improved relationships with employee labor groups (e.g. Police Department, Fire Department, Teamsters) to negotiate new contracts, yielding savings for the municipality. . Won voter approval of $9.8M capital levy used for the construction of new police and fire department facilities. . Led community efforts to employ boulevard concepts and business-friendly roadway design in cooperation with Oregon Department of Transportation on $35M project. . Worked cooperatively alongside employee groups to revise costly overtime, post-retirement, and early retirement benefit programs.

City Administrator Ashland, Wisconsin December 2001 – October 2005 Ashland is a historic coastal city that is home to Northland College. Located on the south shore of Lake Superior, Ashland is surrounded by National Forest, public park lands, and plentiful natural resources. During time of service it was a full-service city with 103 full-time employees, a $19 million annual budget, and a population of approximately 9,000. The City Administrator reported to an eleven- member City Council and was responsible for budgeting, strategic planning, policy development, media relations, union negotiations and daily operations of all City Departments, including waterfront and substantial municipal marina facilities. Notable Achievements: . Managed adoption of a Smart Growth Comprehensive Plan that was selected as “Best in the State

David W. Frasher

of Wisconsin” by the American Planning Association. . Obtained more than $13M in state and federal grants within a four-year period for multimodal transportation and public safety projects. . Developed efficiency plans for five City Departments, producing staff reductions and improved customer service. . Streamlined and improved the development review process, creating efficiencies and improving relationships with the development industry.

City Administrator Oak Grove, Missouri February 1999 – August 2001 Oak Grove, a Kansas City suburb of 6,000 residents, experienced tremendous growth during the late 1990s and early 2000s. During time of service its annual budget was $5M and it employed 37 full-time employees. The City Administrator was responsible for managing and operating the municipality under the supervision of the Mayor and Board of Aldermen. The position required finance and budgeting; coordination of departments; leadership and management of personnel; strategic planning; and supervision of public utilities, police, parks, public works, codes enforcement; coordination of external consultants; and media relations. Notable Achievements: . Received city’s first-ever Government Finance Officer’s Association Budget Award for excellence in budget presentation. . Implemented customer service training certification program for all staff. . Implemented an Internet bidding policy to improve efficiency and competitiveness in municipal purchasing. . Developed and adopted new water and wastewater master plans. . Established the City's first full service Police Department.

Attorney | The Law Office of David W. Frasher Oak Grove, Missouri September 1994 – February 1999 Owned and operated a private law practice, providing general civil, criminal and business litigation; contracts; and personal injury work for clients. Managed all phases of law practice, including budgeting, business organization, advertising, personnel, contract employees, licensing and taxation. Notable Achievements: . Earned American Jurisprudence Award for trial practice and procedure.

Law Clerk | Alaska Court of Appeals Anchorage, Alaska September 1993 – September 1994 Researched and drafted memoranda and opinions of the court addressing state appellate issues under Judge Robert G. Coats. Notable Achievements: . Several memoranda were selected for publication as official opinions of the Court. . Appointed to conduct training and supervision of incoming law clerks.

David W. Frasher

Independence Police Department Independence, Missouri March 1982 – August 1990 A city of approximately 150,000 residents, Independence is located adjacent to Kansas City, Missouri. The City's Police Department has more than 200 sworn personnel with multiple divisions and specialized units characteristic of a major metropolitan law enforcement agency. During time of service, I held multiple positions within the department: Detective: Conducted independent criminal investigations, developed witnesses, evidence, suspect information, and testimony leading to the arrest and prosecution of offenders. Major Case Investigator: Assigned to special multi-jurisdictional detective squad investigating homicides throughout a seven-county region. Crime Scene Investigator: Responsible for crime scene processing; evidence collection and preservation; laboratory analysis of evidence; report preparation; courtroom testimony for felony cases. Patrol Officer: Performed the duties of a uniformed patrol officer, including responding to calls for service, conducting field investigations, traffic enforcement, etc. Notable Achievements: . Promoted to Detective with less than four years of department seniority. . Received numerous commendations for superior performance and distinctive service.

PROFESSIONAL DEVELOPMENT & AFFILIATIONS . Lifetime Rotary Member Paul Harris Fellow, Board service, and active member in various communities for 18 consecutive years. . International City/County Management Association (ICMA) Credentialed Manager Selected by ICMA to lead a ten-member team of delegates on an international knowledge exchange trip hosted by the Japanese Government. . Member or Former Member of the Missouri, Wisconsin, Oregon, and Arkansas City/County Management Associations . Leadership Academy for Local Government Executives Intensive 80-hour curriculum designed by the University of Kansas and Department of Public Administration to aid senior government executives in community building, modernizing government services, and enhancing leadership capacity. . ICMA National Conferences Consecutive annual attendance since 1999. . Served on ICMA International Committee and the Missouri Ethics Committee . Published Author in San Diego Justice Journal and Law Review, 1993

ROBERT S. GARRISON, ESQ. 715 Kimball Avenue • Westfield, NJ 07090 (908) 239-7704 mobile • [email protected] https://www.linkedin.com/in/robertsgarrison

PROFILE

Government Affairs Expert ~ Proven Administrator ~ Legal Professional

Accomplished executive and legal professional offering a unique background of experience that includes work across private and government sectors. Highly analytical, innovative, and organized with a history of developing plans and successfully managing complex projects using sophisticated reporting and data management tools.

Proven record for building productive relationships with all organizational, local, state and federal coun- terparts. Strong operational management skills combined with collaborative style that results in strong positive relationships with employees, consultants, and municipal bodies. Strong critical thinking and problem solving competencies supported by high level written and oral communication capabilities. An effective and highly ethical agent and skilled negotiator with excellent interpersonal and organizational skills.

EXPERIENCE

PRESIDENT MARCH 2015 - PRESENT CEIBA CONSULTING, LLC Ceiba Consulting provides strategic government affairs, political consulting, and grassroots advocacy throughout New Jersey and the surrounding region. Ceiba’s experience draws upon years of work in the private and public sectors, as well as, serving on numerous governmental bodies on all levels of government in a bipartisan way. Areas of expertise include economic development, procurement, government contracting, and labor relations. Utilizing strong advocacy and negotiation skills, combined with a well-established network of political and governmental contacts, Ceiba has a strong track record of delivering excellent results for its clients. In addition to traditional government affairs, the firm advises businesses in a variety of industries including real estate developers in their efforts to build support around key development projects throughout the region, projects finance, construction, public utilities, transportation, and health care.

CONSTRUCTION MARKET REPRESENTATIVE FEBRUARY 2016 - PRESENT NATIONAL LABORERS’-EMPLOYERS COOPERATION & EDUCATION TRUST (LECET) Lead National LECET efforts with local affiliates in New Jersey, New York, Delaware, and Puerto Rico. Network with contractors, key industry organizations, public policy makers, elected officials, and strategic partners on issues of importance to the entire industry including commercial and residential construction, transportation funding, economic development, and workforce development. Promote public- private partnerships (P3s) through business development and legislative, government, and community affairs.

DIRECTOR FEBRUARY 2011 - FEBRUARY 2015 BERGEN COUNTY DEPARTMENT OF PLANNING AND ECONOMIC DEVELOPMENT Assist the County Executive, Freeholder Board, County Administrator, Department Directors and Con- stitutional Officers research, develop and enact innovative policies, programs, plans and procedures. Represent the County Executive at many federal, state, regional and municipal meetings. Coordinated the activities of various county departments, divisions, offices and agencies. Reporting to the County Administrator and the County Executive, responsible for a budget of over $3.5 million and management of forty employees within six divisions, including Regional Planning and Transportation, Land Use and Development Review, Open Space, Data Resources and Technology and Construction Board Appeals/ Planning Board, and Community Development. Responsible to ensure department functioned within Federal, State and County policies, rules, and regulations. Responsible to provide land, environmental, economic, and transportation planning expertise, and coordinating all facets of planning practice in Bergen County.

Accomplishments and Examples of Work Included:

o Efficiently and effectively managed the development of a Comprehensive Master Plan for Bergen County to guide policies, planning, and priorities and provide support to municipalities in their decision-making regarding planning and zoning efforts to embrace the full spec- trum of county resources, services, programs, policies, and organizational structure.

o Set an action agenda with an emphasis on the future of transportation and open space for Bergen County, including Hudson-Bergen Light Rail (HBLR), Bus Rapid Transit (BRT) and Complete Streets program.

o Developed and honed research, information resources, and technology that expedite and integrate the work of the Department as well as disseminate data and information to the County’s other departments and the public-at-large while managing day-to-day operation of department’s database system, website updating, development application reporting, and document scanning and archiving.

o Reviewed all applicable Subdivision and Site Plan Applications for Bergen’s 70 municipalities in accordance with state enabling legislation (County Planning Act), the County Site Plan and Subdivision Resolutions and Ordinances and the County Engineer’s design standards.

o Negotiated with developers and municipalities in ensuring that the impacts are not only addressed and mitigated in accordance with the aforementioned resolutions and ordinances, but are integrated as proposed improvements into County and Municipal capital projects.

EXECUTIVE DIRECTOR FEBRUARY 2011 - FEBRUARY 2015 BERGEN COUNTY IMPROVEMENT AUTHORITY Reporting directly to the Commissioners and managing provision of solutions and access to favorable financing as well as ensuring continuous improvement of health care services rendered by Bergen Re- gional Medical Center. Collaborated with CFO in budget creation and managed relationship with BRMC, including all construction and maintenance projects, overseeing staff and hired professionals. Responsibilities in RFP and RFQ processes.

Accomplishments and Examples of Work Included:

o Oversaw the Lease and Operating Agreement (LOA) with the operator of the 1,200 bed County Hospital (Bergen Regional Medical Center), ensuring contract compliance, coordination with State and Federal regulators, developed and supervised a $10 million capital improvement program, and strategic planning for the hospital’s future.

o Managed the oversight of four separate BCIA financing programs: Stand-Alone Financing Program (over $5 million); Municipal Pooled Finance Program (Under $4 million); Munibanc Program (primarily for equipment lease financing); and Renewable Energy Financing Pro- gram for solar and energy savings projects.

TREASURER / ADMINISTRATOR JANUARY 2001 - JANUARY 2011 NJ LABORERS’ PAC / LABORERS’ EASTERN REGION POLITICAL EDUCATION FUND Direct all political operations for a 25,000 member union. Advise union leadership and membership on political issues at all levels of government. Administer and oversee all aspects of a $1.5 million PAC. Coordinate and manage the daily functions of the PAC. Ensure Federal Election Commission, federal lobby, and NJ Election Law Enforcement compliance, as well as, manage overall financial management of the PAC. Responsible for the administration and implementation of PAC education and growth plan (including, solicitations, member correspondence, database management, reporting, and PAC Board communications). Develop innovative strategies for internal PAC solicitation programs to increase employee participation and contributions to the PAC. Recruit, train, and manage PAC Political Captains. Work closely with PAC Board and select senior management to implement PAC education and membership campaign.

DIRECTOR OF GOVERNMENT AFFAIRS MARCH 1997 - DECEMBER 2000 NJ LABORERS’-EMPLOYERS COOPERATION & EDUCATION TRUST (NJ LECET) Manage New Jersey legislative agenda for a labor-management organization which included a variety of issues including: worker safety, prevailing wages, transportation infrastructure funding, and economic development. Represent the interests of the Union and signatory contractors with regard to federal, state, and local legislation and regulations and to support government and industry initiatives to improve public-private partnership around critical infrastructure development Draft and deliver testimony before legislative committees and regulatory bodies. Build alliances and coalitions with unions, associations, and community organizations to support political or issue campaigns and organizing projects.

ADDITIONAL GOVERNMENT AND LEGAL EXPERIENCE Westfield Board of Education - Board Member 2016 - Present North Jersey Transportation Planning Authority (NJTPA) - Alternate Board Member 2011 - 2014 Casino Reinvestment Development Authority (CRDA) - Board Member 2010 - 2013 Florio, Perrucci Law, LLC - Of Counsel 2009 - 2010 Governor’s Local Government Ethics Task Force - Member 2009 - 2011 Rutgers University, Union Leadership Academy - “Labor & Politics” - Lecturer 2008 - 2010 Union County Planning Board - Member 2006 - 2011 Hudson County Board of Elections - Chairman 2004 - 2005 Harrison Redevelopment Agency - Commissioner 2002 - 2005 Hudson County Comprehensive Economic Development Strategy Committee - Member 2003 - 2005

COMMUNITY INVOLVEMENT New Jersey Community Development Corporation (NJCDC) - Trustee 1998 - Present Greater Westfield Area Chamber of Commerce - Member 2015 - Present Rutgers University New Start Career Network - Volunteer Career Coach 2016 - Present Leadership New Jersey Graduate Organization (LNJGO) 2002 - Present

EDUCATION Juris Doctorate 2001 Rutgers School of Law Newark, NJ Urban Legal Clinic

Master of Government Administration 1997 Fels Institute of Government - University of Pennsylvania Philadelphia, PA Sweeney Scholar

Bachelor of Arts 1994 Rutgers University New Brunswick, NJ History and Political Science Henry Rutgers Scholar; Phi Alpha Theta Honor Society; Pi Sigma Alpha Honor Society

Undergraduate Associates Certificate 1994 Eagleton Institute of Politics - Rutgers University New Brunswick, NJ

PROFESSIONAL LICENSES New Jersey State Bar Admitted 2008 New Jersey State Life & Health Insurance Agent Licensed 2016 John Paul Gass 1100 Camelot Drive Clinton, OK 73601 580.243.9309 [email protected]

 OBJECTIVE An enthusiastic individual who is seeking a challenging position with a progressive organization where I will be able to use and enhance my educational, organizational, and professional skills.

 EDUCATION and PROFESSIONAL DEVELOPMENT School Counselor Certificate (K-12) February 2002 Oklahoma Certification License #216142L

Master of Education Degree – Agency Counseling December 1999 Southwestern Oklahoma State University

Bachelor of Science Degree – Psychology and Recreational Leadership December 1998 Southwestern Oklahoma State University

 EMPLOYMENT EXPERIENCE • Sayre Community Hospital 2016 – present Human Resources Director, Sayre, OK o Human Resource Manager / Payroll Advisor / Safety Coordinator / Benefits Specialist

• National Oil Well Varco 2014 – 2016 Operations Manager Portable Power, Elk City, OK o Human Resources Lead / Safety Advisor / Inventory Control Manager / Profit & Loss Manger / Account Manger

• Multi-Chem 2011 - 2013 Chemical Sales Representative, Elk City, OK o Account Manager / Public Relations Representative / Safety Director / Safety Director

• Conoco Phillips 2008 – 2011 Multi-Skilled Operator, Elk City, OK o Pumper /HSE Advisor

• Calumet Public Schools 2004 – 2008 School Counselor, Calumet, OK o Title I Director / Federal Programs Director / Safety Compliance Officer

 SUMMARY of QUALIFICATIONS • Holds a Master of Education Degree in Agency Counseling and a Bachelor of Science Degree in Psychology and Recreational Leadership • Ten years of professional experience in Counseling, Education, Public Relations, and Human Resources. • Extremely knowledgeable in the principles and methods for curriculum and training design. • Well versed in understanding human behavior, performance, and individual differences.

 PUBLIC RELATIONS, HUMAN RESOURCES, EDUCATION, and COUNSELING SKILLS • Worked collaboratively with Media Relations and Crisis Communications colleagues to develop communication plans and strategies for customers, media and other audiences. • Presented self-help sessions to the public on subjects related to character education, career planning, and positive life skills. • Evaluated individuals’ abilities, interests, and personality characteristics using tests, records, interviews, and professional resources. • Advised personnel and administrative staff in the use of materials and equipment, and the implementation of state and federal programs. • Prepared grant proposals, budgets, and program policies and goals. • Developed testes, questionnaires, and procedures that measure the effectiveness of curriculum. Used these tools to determine whether program objectives were being met. • Updated the content of educational programs to ensure that clients and students were being trained with equipment and processes that were technologically current. • Encouraged individuals to express their feelings and discuss what was happening in their life and helped them to develop insight into themselves and their relationships. • Filled out and maintained client-related paperwork, including federal- and state-mandated forms, client diagnostic records, insurance forms, and progress notes. • Acted as client advocates to coordinate required services or to resolve emergency problems in crisis situations including appearing in court on clients’ behalf. • Collaborated with counselors, physicians, and nurses to plan and coordinates treatment plans specific to each individual’s needs.

 HEALTH and SAFETY SKILLS • Recommended suspensions of activities that posed potential hazard to workers’ health and safety. • Investigated accidents to identify cause, and to determine how such accidents might be prevented in the future. • Participated in weekly safety training, education programs, and demonstrations of the use of safety equipment. • CPR & First Aid Certified. • Forklift Certified.

 REFERENCES AVAILABLE UPON REQUEST

Brian J. Geoghegan 732.684.6184 | [email protected]| linkedin.com/in/BrianJGeoghegan

Management & Supervision / Public Safety / Government Affairs / Training

Experienced Public Safety/ Management Professional with well-developed organizational leadership abilities, teaching, instructional and interpersonal communication skills and more than 25 years of experience in all aspects of Public Safety and Government Operations including Investigations, Labor Relations, Human Resources, and Training & Development. Focused on cost efficiency, risk mitigation, employee and supervisor training, and problem solving.

EDUCATION M.S., Administrative Science, Fairleigh Dickinson University, Teaneck, N.J. May 2008 Earned Certificates- Supervisory Management, Global Leadership Administration, Administrative Science B.S., Administration of Justice, University of Phoenix, Phoenix, Az. May 2006 Certified Public Manager, Fairleigh Dickinson University May 2007 Mobile Intensive Care Paramedic, Ocean County College April 1994

PROFESSIONAL EXPERIENCE Howell Township, Howell, NJ 2017-Present TOWNSHIP MANAGER- Howell Township • Manage the daily operations, strategic planning and policy oversight of Council-Manager form of Municipal Government in a 61 square mile town. • Directed professional and Administrative staff, to include handling Personnel matters, Labor Relations, Disciplinary Issues, negotiating Collective Bargaining Agreements, Contract Administration, and Purchasing. • Oversight of annual Municipal Operating Budget of approximately $51 million, including a municipally owned Sewer Authority and implementing best business practices as a matter of cost savings.

Highlands Borough, Highlands, NJ 2016-2017 BUSINESS ADMINISTRATOR- Highlands Borough • Manage the daily operations, strategic planning and policy oversight of Municipal Government • Directed professional and Administrative staff, to include handling Personnel matters, Labor Relations, Disciplinary Issues, negotiating Collective Bargaining Agreements, Contract Administration, and Purchasing in a NJ Civil Service environment. • Oversight of annual Municipal Operating Budget of approximately $11 million, including a Municipally owned Sewer Authority and implementing best business practices as a matter of cost savings. • Leading on-going recovery efforts from Hurricane Sandy, to include the design, construction and transition into a new Municipal Building.

Borough of Ship Bottom, Ship Bottom, NJ 2014-2016 BUSINESS ADMINISTRATOR- Borough of Ship Bottom • Manage the daily operations, strategic planning and policy oversight of Municipal Government • Directed professional and Administrative staff, to include handling Personnel matters, Labor Relations, Disciplinary Issues, negotiating Collective Bargaining Agreements, Contract Administration, and Purchasing. • Oversight of annual Municipal Operating Budget of approximately $7 million, including a Municipally owned Sewer and Water Authority and implementing best business practices as a matter of cost savings. • Oversight of Personnel Management to include discipline and Compliance issues.

Fairleigh Dickinson University, Teaneck, NJ 2014-Present ADJUNCT FACULTY-School of Administrative Science • Designing curriculum to meet University Standards and instructing a wide variety of topics to include: • School of Administrative Science- Master of Arts in School Services Administration (MASSA), instructing “Impact of Terrorism on College Safety”. • School of Administrative Science- Master of Administrative Science (MAS), instructing “Ethics and Values in Public Service Administration”. • School of Administrative Science- Master of Administrative Science (MAS), instructing “Administrative Leadership in Complex Organizations”.

Jackson Township, Jackson, NJ 1994-2014 Traffic Bureau Supervisor, Sergeant (Retired)-Jackson Police Department • Planning and managing of large-scale events within the Township, consisting of both planned events and emergencies. • Effective grant writing and positioning, leading to the securing of funding for a variety of projects and enforcement details. • Write grants and secure funding for various projects, while managing a budget for both this unit and Special Projects. • Both conduct and oversee investigations of Criminal violations surrounding Fatal and Serious Motor Vehicle Crashes, as well as fraudulent motor vehicle document cases. • Act as a liaison to other governments and private sector representatives. • Analyze statistical data and coordinate, plan and implement resources for directed enforcement activities while designing and implementing new programs spanning Enforcement, Education and Engineering • Creation and implementation of programs that have resulted in a significant reduction in fatal motor vehicle crashes • Recognized as a Subject Matter Expert- “NJ Governor’s Teen Driver Study Commission Report” (Published March 2008) • Management Team and Instructor for Incident Command System, trained to the Command General Staff, I-400 Level.

BUSINESS EXPERIENCE

Lamp Post Inn, Owner/ Manager, Pine Beach, NJ 2007-Present Along with my spouse, we own and operate a full-service 150 seat bar/restaurant and catering service, operating 7 days per week. Responsible for administrative tasks, paying bills and invoices, managing inventory control and filing of required reports. Oversee a staff of 25, including Wait Staff, Bartenders, and Kitchen Staff, vendor management, menu selection and promotions

SilverTin Properties, LLC, Owner/ Partner, Various locations throughout NJ, Fl, and Tx. 2002-2007 I owned and managed a Real Estate Partnership that included purchasing, renting, and developing of real estate, was responsible for coordination of work, both rehabilitative and new construction, interviewed and selected candidates for rental properties. I managed seventeen properties in three states and averaged returns on properties sold in excess of 150% of money invested.

TRAINING AND CERTIFICATIONS

Emergency Medical Technician Firefighter- Level 1, Level 2 Mobile Intensive Care Paramedic Basic Telecommunicator Training SFST/DWI Enforcement Breath Test Operator Method of Instruction Hazardous Materials- Level 2 Responder Highway Drug Interdiction Crash Reconstruction Advanced Traffic Engineering Arson Detection Drug Recognition Expert (Instructor) Incident Command System (I-400) Interview and Interrogation Criminal Crash Investigation FBI- Leadership and Supervision Port Security Incident Command System- Train the Trainer NJ Incident Management Level 3 Fire Company Officer 1 & 2

OTHER COMMUNITY INVOLVEMENT

Toms River Fire District #2, Toms River, NJ 2015-Present FIRE COMMISSIONER, Appointed/ Elected

Silverton Emergency Medical Services, Toms River, NJ 1987-Present LIFE MEMBER, VOLUNTEER EMT

Silverton Volunteer Fire Company, Toms River, NJ 1999-Present LIFE MEMBER, VOLUNTEER FIREFIGHTER

Veterans of Foreign Wars- Sons of the American Legion, Toms River, NJ 2007-Present MEMBER

Gerald Geoghegan 518-788-2275 | [email protected] | linkedin.com/in/geraldgeoghegan

Employee and Labor Relations / Human Resources / Training & Development

HR / Labor Relations professional with well-developed organizational leadership abilities, teaching, instructional and interpersonal communication skills and more than 20 years of Labor Relations, Human Resources, and Training & Development experience. Focused on risk mitigation, employee and supervisor training, and issue resolution.

SKILLS

 HR Policies & Procedures / FMLA  Employee Relations  Federal & State Compliance  Training & Development  Labor Relations / Unions  Investigations / Audits  Hiring & Screening / HRIS  Collective Bargaining Agreements  Project & Risk Management

Technology: PeopleSoft HRIS, Kronos, MS Project, NYS Learning Management System

EDUCATION

Masters Public Administration / Human Resource, Sage Graduate School, Albany, NY B.S. Law Enforcement / Education, Southern Illinois University, McGuire AFB, NJ

New York State Public Management Institute (PMI) Program ∼ Rockefeller Institute/College for Government, Certificate, Albany, NY 2005 ∼ Cornell School of Industrial and Labor Relations, Certificate, Albany, NY 2006

PROFESSIONAL EXPERIENCE

New York State Office of Information Technology Services, Albany, NY 2/2012-9/2017 LABOR RELATIONS REPRESENTATIVE – Human Resources Department • Investigate complaints of co-workers and supervisors workplace violations for agency of 4,000 employees. • Perform computer forensics; interview, take statements, and administer Notice of Disciplines. • Train/re-train staff in areas of deficiencies such as Sexual Harassment, Work Place Violence, and Ethics. • Conduct/testify Arbitration Hearings with NYS Unions such as PEF, CSCA and NYSCOBA on CBAs. Assist with contract administration, collective bargaining, and advising supervisors of CBA requirements. • Negotiate disciplinary settlements for employees – 100% Settlement Rate. • Advise supervisors and employees on FMLA and HR policies and procedures. • Write, review and update various HR policies; review, update various compliance audits. • Review finger print summaries with candidate applications to verify background and identify non- disclosure of past criminal activity to ensure ITS security compliance; hand-selected by ITS HR Director.

New York State Office of General Services, Albany, NY 9/2009-2/2012 TRAINING DEVELOPMENT SPECIALIST I – Employee Development Office • Ensured design, development and delivery of curriculum as well as updating, reviewing and approving new training initiatives to NYS OGS staff of 8,000. • Delivered annual on-site training for regional/office staff such as Ethics, Prevention of Sexual Harassment, Diversity Management, and Work Place Violence; 20 per cent travel, met all training requirements. • Coordinated Fire/Safety drills with state Fire Marshals for more than 800 employees at a times. • Utilized the NY State Learning Management System; run reports, collect/research data.

New York State Office for Technology, Albany, NY 7/2004-9/2009 DIRECTOR OF TRAINING - Statewide Wireless Network (SWN) • Coordinated vendor training for end users of new radio communications system for NYS Emergency First Responders; more than 500 trained. • Also served one year as Contract Management Specialist assigned to Contract Procurement Office to negotiate, write and review contracts, renewals, amendments, and RFP/RFIs, ensuring compliance.

New York State Department of Correctional Services, Albany, NY 3/2000-7/2004 SENIOR TRAINING TECHNICIAN – Training Academy • Provided oversight for design, develop, and delivery of curriculum as well as updating, reviewing and approving new training initiatives to new Correction Officer Recruits and Emergency First Responders. • Ensured delivery of all Central office staff annual training requirements such as Prevention of Sexual Harassment, Diversity Management; maintained the HRIS training/tracking system. • Purchased and delivered AEDs for all 67 NYS prisons in response to Governor’s new requirement. Set up policies, procedures and training requirements for statewide system. Trained the trainers (nearly 400).

Hannaford Brothers Company, Latham, NY 3/1992-11/2006 ASSISTANT HUMAN RESOURCE MANAGER & LOSS PREVENTION MANAGER • Scheduled and coordinated candidate interviews, hiring and orientations; maintained PeopleSoft HRIS. • Oversaw compensation/payroll via Kronos. • Delivered HR training including cultural and ethical awareness; updated training records. • Advised Senior Management on HR issues/regulations. • Supervised total store operations on second shift; 6 department managers and nearly 100 employees. • Supported multiple store openings locally and in other states; set-up, interviewing and hiring. • Completed safety, receiving, OSHA MSDS, and Electronic Article Surveillance (EAS) audits/training. • Provided internal investigation on employee misconduct; time theft, product theft, and cash theft.

New Jersey Casino Control Commission, Atlantic City, NJ 2/1986-2/1991 GAMING INSPECTOR • Oversaw the administration of Casino operations. Performed in Acting Supervisory capacities. • Researched and reported deviations from the Casino Control Act. • Audited casino accounting, financial and gaming records. • Identified and resolved problem areas regarding internal controls and casino submissions. • Certified revenues for the State: investigated patron complaints of the rules of the games, accounting, cash office operations, gaming personnel and count room.

ICServices, Brielle, NJ 8/1989-8/1991 INSURANCE INVESTIGATOR / ADJUSTOR (part-time) • Processed outside casualty claims, engaged in bodily injury negotiating, and settled third party claims. • Handled PIP reviews and approved claims under auto no-fault PIP coverage. • Investigated fraudulent / staged accidents and stolen reported vehicles. • Assisted with Loss Control Risk Management requests regarding operations, facilities, and equipment. • Evaluated and conducted Workers Compensation investigations as well as general liability hazards; provided recommendations pertinent to appropriate risk improvements with the Underwriters.

ADDITIONAL EXPERIENCE - LAW ENFORCEMENT / TRAINING

Police Officer/Trainer, Various Police Departments 5/1996-Present Police Instructor, Zone - 5, NYS Basic Police Training Academy As needed Program Representative, NYS Division of Criminal Justice Services, Albany, NY 8/1999-3/2000 Correctional Facility Specialist, NYS Commission of Correction, Albany, NY 7/1994-8/1999 Police Officer, Seaside Heights Police Department, Seaside Heights, NJ 4/1981-7/1986

RELEVANT CERTIFICATIONS

NY State, Emergency Medical Technician 2013 NY State, Master Instructor / Evaluator's Certification 2008 NY State, EMT 2013 / Incident Command System (Level 100; 200; 300; 400; COML) 2006 NY State, Certified Firearms Instructor & Basic Police Officer Instructor 2005 Microsoft Project Professional Certification 2005 NYS COC Legal Issues / Train-The-Trainer & Direct Supervision for Line Staff / Train-The-Trainer 1996 NYS COC Investigations / Court Testimony & Interpersonal Communications / Train-The-Trainer 1995 NYS COC Instructor Development School & Introduction to Direct Supervision 1994 Gerald Geoghegan, Page 2 of 2, [email protected] Christopher Paul Gerdes P.O. Box 25456 Fayetteville, North Carolina 28314 | 202.573.5252 | [email protected]

SKILLED EXECUTIVE | COLLABORATIVE LEADER | STRATEGIC PLANNER | COMMUNICATOR

SUMMARY To apply my twenty-eight years of professional work experience to a leadership position in municipal government. My recent opportunity to serve as an Army garrison (base) commander – with responsibilities similar to those of a city manager – afforded me the chance to discover a passion for the positive impact that effective, inclusive, and innovative local government can have on a community.

MOST RELEVENT EXPERIENCE BASE COMMANDER, CAMP PARKS, CALIFORNIA; 2013-2015: The Army's equivalent of a city manager for a 2,472-acre Army Base in Northern California of 4,508 Soldiers, civilians, and family members with a $13M annual budget. Supervised a staff of 114 comprising public works, budget, public safety (police and fire), training, community services, community outreach, housing, public affairs, human resources, and municipal planning. KNOWLEDGE, SKILLS, AND ABILITIES COLLABORATIVE LEADER: Proactively builds positive relationships and partnerships with internal and external stakeholders. Lauded for inclusive and inspiring leadership.  Initiated partnerships with neighboring municipalities, corporations, and nonprofit organizations resulting in 30% cost savings in equipment maintenance, the zero-cost construction of a History and Conference Center, numerous family and athletic events, and the nation’s largest NFL Punt Pass and Kick youth competition.  Collaborated with community leaders through a series of workshops to solicit input and finalize a base development plan; co-authored a related article on planning best practices in Public Works Digest.  Partnered with the California Department of Forestry and Fire Protection (CALFIRE) to host 1,500 firefighters and equipment to battle a nearby fire; initiated an agreement to codify such support for future requirements.  Attracted an Army educational institution to establish a local campus, bringing hundreds of Army officers to attend required education each year; gained $1.5M in related program funding. STRATEGIC PLANNER: Formally trained in strategic planning; adept at crafting, communicating, and directing organizations toward new goals and levels of excellence. Praised for shaping paths forward.  Developed a new mission, vision, and value proposition to better position the base to meet in-demand Army niche requirements, obtaining over $4.5M in new funding as a result.  Leveraged a restoration of existing facilities versus new construction to meet future needs at reduced cost.  Worked with stakeholders to solve timeline, legal and environmental issues for the Army’s largest real estate exchange of 189 acres of land for 140k square feet of new facilities; enhancing community services at no cost.  Developed the strategic plan to transform an Army agency; oversaw an audit of the agency’s $105M annual budget, achieving $11M in cost savings/cost avoidance. COMMUNICATOR: Natural and sought-after public speaker; enjoys engaging individuals at all levels in meaningful discussion; Interpersonal communications and diplomacy called unmatched.  Served as guest speaker to a wide range of groups: schools, local service clubs (Lions Club, Rotary), VFW, the largest Veterans Day Parade in Northern California, Trade Associations, etc.  Solved longstanding difficulties in the management of base housing through community town hall meetings and subsequent tough negotiations with housing management.  Developed a weekly executive summary to inform the regional two-star Army General of major developments. OTHER RELEVANT WORK EXPERIENCE Director of Protection, United States Army Reserve; 2017-Present: Director of Protection for the United States Army Reserve Command, which consists of 198,000 Soldiers based in the United States, Europe, and the Pacific in 568 facilities. As the senior law enforcement and security professional for the organization, provides expertise and program management for all matters involving security management and protection program functions. Manages a $38M budget.  Quickly identified organizational shortcomings, identified and built relationships with stakeholders and decision-makers inside and outside the organization, and begun to implement value-added initiatives that will transform the way the Army Reserve does business in many facets of security management; law enforcement reporting; inspections; assessments; and risk management.  Rated in the top 5% of the Colonels at the Army Reserve Headquarters; cited as having the strategic vision and enterprise-leadership traits needed to command a brigade and recommended for promotion to Brigadier General.

Deputy Chief of Staff for Transformation, Defense Forensics and Biometrics Agency, The Pentagon; 2012-2013: Selected by a two-star General to be the lead change management agent on his most important project. Responsible for the transformation of an Army agency.  Developed a strategic plan to move the agency from one part of the Army to another and served as lead project manager to implement the plan.  Redefined the agency’s mission, streamline its organizational structure, bring its budget and expenditures in line with fiscal realities, and integrate other organizations into it; realized over $11M in cost avoidance/savings.

Operations Officer, Military Police Battalion, Ohio and Iraq; 2006-2010: Third in command and led a section responsible for the readiness, training, deployment and mission accomplishment of a Military Police organization (battalion) that conducted combat operations in Iraq 2007-2008.  Developed and executed a plan to improve unit weapons training prior to deployment; result was the highest weapons qualification average among 4 similar battalions.  Prepared unit for deployment in all areas of readiness; recognized by command readiness team as having the best training program seen in six years.  Oversaw combat operations for 13 subordinate units totaling almost 2,000 men and women, conducting the detention of 8,500 Iraqi detainees; developed and conducted unit responses to rocket attacks, detainee riots and attempted escapes; developed a special reaction force lauded as the best seen by the brigade commander in 30 years of service.

Director of Training & Recruiting; Buckeye International; 2000-2002: Led a department responsible to recruit and train entry-level sales representatives and territory managers nationwide; advised regional sales managers and profit center managers on employee recruiting, retention, performance and development; provided sales and product training for Buckeye’s independent distributors; advised the C-Suite on employee talent and potential.  Pioneered an overhaul of the company’s entry sales training.  Led department to new recruiting success benchmarks, exceeding any prior years’ number of hires, through refinement of recruiting strategy and development of key new partnerships in the corporate placement industry.  Developed and conducted two new advanced sales and leadership courses, resulting in higher sales, leadership development, and improved employee retention.

FROM PERFORMANCE REVIEWS “Chris Gerdes is the most energetic, driven, and innovative director in my organization…A model of integrity and character…Top 3% of peers…Develops team synergy…Builds consensus…Dynamic leader…Tremendous business acumen…Critical thinker…Innovative problem solver…Demonstrates mastery in enterprise leadership skills…Added intrinsic value to the community”

MEMBERSHIPS International City/County Managers Association (ICMA) Page 2 Robin Ignacio Gómez 1242 Hillcrest Rd Fairmont WV 26554 [email protected] 727-214-7463

Qualifications Highly qualified professional, innovative, dynamic, organized, motivated team player and visionary leader with twenty years management/financial experience in diverse, changing environments facing varied service challenges; outstanding verbal, written, and interpersonal skills in engaging employees, elected officials, and the public.

Computer experience: MS Word, Excel, Access, Power Point, Outlook, and Publisher; various statistical packages; PeopleSoft Payroll and Utility Management Systems; Incode

Speak, read, write fluently in Spanish; French Proficiency

Education Master of Public Administration University of South Florida, Tampa, FL May 2000 Organizational Development

Bachelor of Arts University of Miami, Coral Gables, FL May 1994 Political Science and Economics

Employment Experience CITY MANAGER City of Fairmont, West Virginia December 2015 – Present

 Manage, direct, and supervise municipal operations (police, fire, public works, planning & development, building/code inspection, finance/budget, clerk, attorney, human resources, and utilities-water/sewer/stormwater) for a city of 18,700 residents, an annual total operating and capital budget of $29.2 million ($15.8 General Fund), and 200 full-time employees.

 Implementation of strategies to promote, innovate, and enhance Economic Development/Redevelopment, Public Safety, and Infrastructure Maintenance have led to a 71% increase in building construction investments (from $17.5 to $30M), over $8 million in demolition and redevelopment of dilapidated structures, increase in Fire ISO rating from 4 to 2, increase in drug offense arrests, $1 Million in grants, $200K in additional annual recurring revenue, implementation of an automated water meter reading program, and technological investments for expanded on-line city services access (Seamless Docs, Census Customer Service Portal, and PSN payments).

 Constantly engaging residents, businesses, and Council members through visible, daily interaction (in person and electronic); continue developing public/private partnerships to optimize efficiencies; at least weekly media outreach and communication on City operations; continue implementing and enhancing resident/community civic participation through bi-annual street clean-ups, additional special events, additional boards/commissions/authorities participation, and Fairmont State University and public schools outreach.

Gómez, page 1 of 2 Employment CITY AUDITOR City of Clearwater, Florida Experience December 1999 – November 2015

 Planned, directed, and performed objective assurance and consulting strategies through audits-analysis of city operations, administrative and financial internal controls and performance indicators that produced recommendations yielding an average annual $125K in cost savings, $125K in revenue due the organization, and over $250K in additional annual recurring revenue.

 Ensured that value-added program and revenue audits of organizational services and vendor agreements, including taxes/fees, budgets, customer service, information technology, police, human resources, recreation, library, fleet, etc., maximized revenue and promoted optimal performance, municipal service delivery, and cost efficiencies and effectiveness.

HISPANIC-LATINO COMMUNITY LIAISON City of Clearwater, FL January 1998 – November 2015

 Planned, directed and coordinated local government interaction with city’s growing Hispanic-Latino population to promote knowledge and understanding among the diverse neighborhoods. Developed Spanish-language communication strategies through interactive community meetings, media interviews and presentations, and various print and video information detailing available city and community services.

SENIOR AUDITOR/AUDITOR/ City of Clearwater, Florida MANAGEMENT INTERN September 1994 – December 1999

 Planned and performed operational, compliance, and financial audits/reviews of city contracts/leases, computer applications, revenues, policies/procedures, and employee performance that annually yielded over $50K in cost savings and recovered over $30K due the city.

 Planned and completed projects: (1) compiled and converted real estate information into complex land management software program, and (2) converted multiple fixed asset listings into a consolidated management system. Leadership, Volunteering, & Community Involvement  Marion County Chamber of Commerce, Board Member 2015 – present  Rotary Club of South Fairmont 2016 – present  American Society for Public Administration, Suncoast Chapter, Executive Board 2000 – 2015, current member  United Way of Marion County, Board Member 2015 – 2017  Salvation Army Fairmont, Advisory Board Member 2015 – 2017  United Way Suncoast, Board Member, 2009 – 2015, City employee campaign co-chair, 2001 – 2015  Mexican Council of Tampa Bay, Advisory Board Chair 2000 – 2015  US Department of State, International Visitors Program Host 2002 – 2015  Leadership Pinellas Graduate May 2003  Pi Alpha Alpha, Public Administration Honor Society April 1997 Gómez, page 2 of 2 Richard M. Hall, Jr. 6214 Canyon Chase Drive Richmond, TX 77469 H: 281.344.0233 C: 713.542.9564 [email protected]

Career Profile

Drug Enforcement Administration Special Agent with extensive background in high-risk, complex investigations of sophisticated poly-drug and money laundering organizations, both domestically and internationally. Experienced in special operations, criminal investigations, asset forfeiture and emergency management systems. EEO Monitor DOJ/DEA, Exceptional leadership ability, interpersonal skills, sound judgment, and strong oral and written communication skills. Certified Instructor and enjoys Public Speaking. Top Secret security clearance. Texas Commission On Law Enforcement Certification (TCOLE)

Experience Drug Enforcement Administration, Houston, Texas 1996 – Present Senior Special Agent

Investigations • Investigate criminal matters involving large-scale narcotics manufacturing and distribution networks and money laundering organizations, both domestically and internationally • Conduct financial crime investigations, leading to seizures of substantial funds and assets • Operate in an undercover capacity to support undercover investigations nationwide, and ensure security of undercover and covert locations and real estate by managing perimeter security and maintaining cover scenarios; worked extensive hours in an undercover capacity abroad in foreign countries • Developed excellent interview skills, investigative techniques and research abilities to investigate narcotics trafficking and money laundering organizations and complex financial crimes • Extensive experience with chemical diversion investigation, psychotropic substances, specifically Opioids. • Conduct background investigations on employment candidates and employees seeking and maintaining government security clearances • Conduct interviews of Special Agent candidates • Responsible for liaison with federal , state and local law enforcement officers in criminal investigations • Mentor and train new Agent hires and Federal Task Force Officers • Safety Officer/Team Leader of DEA Houston’s Emergency Management Systems • Certified Equal Employment Opportunity Counselor; currently EEO Monitor for Department of Justice/Drug Enforcement Administration • Certified Academic Instructor Course Developer for DEA (Industry Recognized) • Texas Commission On Law Enforcement Certification (TCOLE) • Certified Instructor in Public Speaking/DEA Speakers Bureau-DEA Demand Reduction • Certified Instructor in Undercover Processes, Operations, Safety and Techniques • Served as Acting Supervisor within the Houston Division Office, St. Thomas, United States Virgin Islands (USVI) and Jackson, Mississippi District Office.

Sarasota Police Department, Sarasota, Florida 1990-1996 Police Officer • Duties included Patrolman • Tactical Enforcement Squad; specialized in crimes against persons to include robbery and homicide investigations, property and narcotics investigations • Community Resource Team/Community Policing; supervised multiple housing projects within the city of Sarasota, Florida • Worked in an undercover capacity for six years

Related Experience

Professional Activities/Awards/Training

• Firearms Qualified • Certified Police Instructor • Undercover Certification • Extensive Money Laundering Training • Advanced Investigative Techniques Training • Interview and Interrogation Training • Information Security Training • EEOC Training, Washington, D.C. • Numerous DEA Awards and Letters of Commendation

Education • Master of Arts Degree, Human Resources and Training Development, Seton Hall University, South Orange, New Jersey, December 2012 • Bachelor of Arts, Political Science, Fort Valley State University, Fort Valley, Georgia, June 1989.

References available upon request. Kelly O’Meara Hampton

954.494.6164 PROFESSIONAL PROFILE

[email protected] Highly motivated administrator with 15+ years of progressive experience managing people, budgets, projects, and programs. Proven track record of positive and sustainable relationship building both internally and externally with a board of directors, vendors, local government 1856 Discovery Drive officials, and community organizations. Ability to work under pressure and manage multiple Deerfield Beach, FL complex tasks.

EXPERI ENCE SKILLS CVE Master Management Co. Inc. Deerfield Beach, FL Executive Director July 2014- June 2018 Leadership Operations and Strategic Planning Budgeting • Responsible for overall management of the infrastructure/public works for a 270+ Project Planning acre active adult community with 8,508 units, 26 miles of roadway, community wide lighting (350+ fixtures), garbage and recycling program (600+ containers), and Accountability waterway maintenance. Efficiency Improvement • Provide direction and oversight of capital improvement plan, including: budget construction, planning, contracts, implementation and presentation to community Risk Mitigation stakeholders. Resource Management • Prepare and award RFP’s for capital projects, including: renovation of existing spaces, new construction, and repair and replacement of existing inventory. Complex Problem Solving • Oversight of all vendors, contractors, architects, engineers, and consultants. • Manage major vendor contracts and relationships, including: security, access control, transportation, landscape, roadway repair. • Ex-officio of nine-member Board of Directors consisting of elected residents. Personnel Management EDUCATION • Manage a staff of ten employees, including: Executive Assistant, Controller, Customer Service Coordinators, Director of Planned Projects, Director of Maintenance Operations, Maintenance Technician. Accounts Receivable Specialist, and Director of MASTER’S DEGREE Security. Social Work • Temple University Serve as human resource and benefits administrator including all new employee 2003-2005 onboarding. • Leadership and training responsibilities, including: staff meetings, staff/board retreats BACHELOR OF ARTS and team building to develop the vision and mission of the organization. Communication Finance DePaul University • Construct and allocate over $13M budget for general administration, operations and 1989-1993 maintenance, and capital projects. • Present by-weekly report to Board of Directors on maintenance and projects based on Florida Clinical Social Work community feedback, risk mitigation, and cost control. License SW 6420 • Negotiate all contracts based on current market, approved budget, and specifications as defined by the Board of Directors. • Creation of Accounts Receivable Department, transitioning from outsourced service to in-house processing of $1M+ of assessment fees from unit owners per month. • Review monthly financials and ensure cost control for presentation at monthly public Board of Directors Meetings. • Oversight of collections program, to include: regular interface with legal, community associations, and current knowledge of State of Florida condominium law. • Responsible for facilitating and participating in the creation of the audited annual financial statement. Page 1

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EXPERIENCE continued 954.494.6164

[email protected] Community Outreach • Serve as liaison to several community groups, including: City of Deerfield Beach, District 3 City Commissioner, District 3 Planning and Zoning Board, various community 1856 Discovery Drive governance bodies, and 253 individual condo associations. Deerfield Beach, FL • Creation of organization and community branding and marketing plan. • Presentations to community groups, including: associations, areas, stakeholders, and community members. Legal/Insurance TECHNICAL SKILLS • Management of legal team to include: general counsel, litigation expert, environmental attorney, employment attorney, and collections attorney. • Seasoned in legal proceedings and providing depositions and testimony. Microsoft Office Suite • Negotiate insurance policies to include: director and officers, property, general Social Media Marketing liability, and workers compensation. Salesforce Accomplishments: • 2017- reduced annual budget by $600k, resulting in a $6 monthly fee reduction per

unit. • Elimination of staff turnover. Implementation of staff/vendor appreciation events, regularly scheduled meetings and creation of feedback loop.

• Audit contract and current vendor agreements resulting in cost effective efficiencies and elimination of unneeded providers and/or services. • Track record of completing capital projects under time and budget. • Repositioning of deferred maintenance items, such as: roadway paving, gatehouse construction planning (construction to begin 4/2018), tennis court resurfacing, water valve replacement, recreation building/office renovations, perimeter wall planning (construction to begin 8/2018), community wide lighting replacement and photometric study (400+ fixtures to be replaced 4/2018). • Installation of more than 450+ trees throughout community.

• Settlement of 10+ year old litigation and significant decrease in personal injury

lawsuits due to risk management efforts. Resulting in $100K decrease in general liability insurance. • Roadway/multi-use pathway upgrade to ensure ADA compliance. • Participation in negotiations team (Fortune 500 company representatives, environmental attorney, toxicologist, and transactional land use and zoning attorneys) in possible acquisition of 80+ acres of adjacent property with environmental concerns. • Beautification of common areas. Perfecting irrigation and landscape installation at traffic hubs throughout the community. • Installation of 300+ water valves to isolate buildings from water main breaks, due to aging infrastructure. • Management of multi-million-dollar capital improvement projects.

Law Offices of Toral, Garcia, and Battista Davie, FL Director of Care Management/Client Relations 10/12-10/13 • Served as clinical marketing liaison, responsible for handling new client development via the healthcare community, collaboration with case managers, discharge planners, and health agencies. • Provide care management services to catastrophically injured clients and their families via a boutique law firm specializing in traumatic brain injury and spinal cord injury cases. • Expertise in rehabilitation services, Medicaid, Medicare, and navigation of the trauma system. Page 2

Kelly O’Meara Hampton

EXPERIENCE continued 954.494.6164 Lifestyles College of Development Delray Beach, FL Interim Clinical Director 5/2012-10/2012 [email protected] • Responsible for the clinical operations of a partial hospitalization and intensive outpatient substance abuse program serving an average of 70 clients with co-existing 1856 Discovery Drive disorders. Participated in the admissions and insurance certification process and Deerfield Beach, FL individual and group therapy. The Haven, Boca Raton Boca Raton, FL Chief Operating Officer 7/2009-5/2012 • Responsible for the financial management of $3M annual budget, of which more than 50% privately raised through special events, grants, and donations. REFERENCES • Management, negotiation, and compliance of government and private foundation contracts. • Responsible for the oversight and operations of a 4-acre residential campus setting for Gene Goldman boys in foster care with psychiatric issues. Former Board President • Responsible for the 50+ team of employees in clinical, administrative, and program CVE Master Management departments. 908.619.6083 • Oversight of a comprehensive clinical services program, supervising psychotherapists [email protected] and a consulting psychiatrist. • Extensive participation in fund development, community outreach and education initiatives. Michael Routburg Kids@Home Boca Raton, FL Former Board Vice President Chief Operating Officer 10/2006-7/2009 CVE Master Management • Responsible for the financial management of a $1.2M annual budget. 860.997.7762 • Management, negotiation, and compliance of government and private foundation [email protected] contracts. • Responsible for the oversight 16 direct service providers, bookkeeper, office manager, Colleagues and director of human resources. Dan Johnson • Participate in community development activities as well statewide advocacy efforts Executive Director related to emancipating teens. Bay Management at CVE Skokie Police Department Skokie, IL 561.400.0483 Police Social Worker 3/1997-5/1999 [email protected] • Provide 24-Hour crisis intervention and referral service to police-referred clients. • Extensive experience with wide variety of client populations and crisis situations providing case evaluations, intensive counseling, case management, and coordination of David Diestel services. Regional President • Provided crisis intervention services for geriatric problems and accidental and suicidal FirstService Residential deaths. 954.547.8680 • Clinical experience includes intensive psychotherapy with narcissistically vulnerable couples, highly conflictual dysfunctional families and individuals with depressive anxiety, Direct Reports and personality disorders. Bob Baumiller • Active involvement as a n advocate, police representative and/or clinician in domestic Controller, Master Mangement violence, felony, DCFS, juvenile and mental health courtrooms. 954.562.3826 • Critical incident stress debriefing and professional consultation services to schools, clergy, and other community agencies. Robert Streather The Police Assistance Center Chicago, IL Director of Maintenance Psychotherapist & Employee Assistance Professional 4/1998-5/1999 Operations • Provided brief and intensive psychotherapy services to police officers and their families. 954.913.9142 Chicago Police Department Chicago, IL Domestic Violence Advocate 12/1995-3/1997 • Provided direct services to victims of domestic violence where the accused was a member of the Chicago Police Department. • Provided crisis counseling, safety planning, and criminal and civil court advocacy. Page 3

Thomas S. Heck 9900 Wilbur May Pkwy. #4301 Reno, NV 89521-3090 [email protected] (775) 742-7132

CAREER HIGHLIGHTS

 Over 30 years of leadership experience in both municipal and federal governments.  Has a big picture focus, strong strategic planning skills; and the ability to produce on time results.  Has been a Logistic Program manager responsible for over 860 personnel, a Town Manager, General Services Director, Public Works Director  Successfully developed and executed large capital programs -- $834M program.  An approachable leader who fosters strong relationships while still making work fun.  Developed and managed budgets, producing cost savings while doing more with the given resources.  Demonstrated flexibility in developing meaningful relationships with special interest groups, stakeholders, citizen groups, and the press.  Over 30 years of successful relationships with senior leaders, elected officials, unions, workforce members, and human resources.  Consistent high achiever and visionary with a strong ‘can-do’ focus who has been routinely appointed to transform operations to produce benchmark results – exceptional turn-around agent!  Strong, energetic situational leader who has a history of providing fast track, cost effective solutions for customers and project requirements.

EDUCATION

 United States Air Force Academy, USAF Academy, Colorado: Bachelor of Science Degree (BS), General Studies: Civil Engineering/Math.

 Pepperdine University, Malibu, California: Executive Master’s of Business Administration (MBA).

 Troy State University, Troy, Alabama: Master of Science Public Administration (MPA).

 George Washington University, Washington DC, Ed. S., Human Resource Development.

EXPERIENCE

Campaign for US Senate NV 2016 & 2018 Reno, NV  Meet and greet voters.  Develop Campaign strategies, advertising, and respond to queries.  Interviewed with TV and Radio.  Developed commercials and podcasts.  Attended various events and gave presentations.

Chugach: 2012 -2016 West Sound Project General Manager Silverdale, WA Logistics Project Manager Regan Ballistic Missile Test Site Kwajalein Atoll  Directed operating support for five remotely separated sites.  Directed the Logistics support operation for the entire atoll (8 islands), supporting the National Ballistic Missile Defense program. Operations included responsibility for Public Works, Supply and Heck, T. / Resume Page 2 of 4

Transportation, Airfield, Automotive, Fire Department (airfield and structural), Housing, Marine Operations, Project Controls, Finance, and HR.  Manage over 860 personnel and a $64M budget with savings of over $3M .  Responsible for all utilities to include providing primary power to seven different islands including fuel delivery; providing water and sewer collection and distribution to three islands.  Managed the operation, maintenance and repair of 3M SF of failing 1950 vintage facilities.  Provided regular supply and transportation throughout the atoll and internationally.  Managed daily flight operations (personnel and cargo) for commercial and military aircraft to include fixed and rotary aircraft for two major airfield and six helipads.  Managed the maintenance and repair of over 500 vehicles and heavy equipment of which 58% was overage – on two islands.  Managed the operation, maintenance and repair of 11 Marine vessels and four barges supporting mission operation and delivery of personnel and cargo throughout the atoll.

Tom’s Consulting 2011  Assisted Nevada candidate in his United States Congressional Campaign.  Performed property management for rental properties.  Managed $600,000 investment portfolio.  Participated and assisted in local political action organizations.

Town Manager 2010 Manalapan, FL  Left Manalapan after supporting the commission’s reorganization efforts to combine the Town Manager and Finance Director position to produce the required budget reductions.  Responsible for providing leadership, direction and management of all municipal departments including the Finance Department, Human Resources, Police, the Town Attorney, the Town Clerk and the Town Library.  Directed all municipal administrative operations through a staff of 35 and a $9M budget.  Managed a Water and Sewer Utility including budgeting, and a $6M capital improvements program. Developed badly needed capital improvements program.  Implemented a program based budgeting process with guiding metrics. Developed and monitored the Town Annual Budget; presenting it to a seven member Commission for approval.  Represented the Commission at all interagency meetings with Federal, State, and local government officials.

Director, General Services 2008 – 2009 El Dorado County, CA  Reluctantly agreed to take on this short term opportunity to resolve long standing department problems that 7 directors in five years could not fix – developed and implemented strategic action plan and corrected deficiencies.  Managed 60 personnel and a $25M budget for Capital Projects, Parks, Facilities, and Fleet.  Successfully resolved long standing politically sensitive personnel and program issues within the department; improving customer responsiveness and department efficiency and effectiveness.  Provided oversight and direction for all personnel functions including hiring, performance evaluations, progressive discipline, and termination.

Tom’s Consulting 2007 – 2008  Performed property management for rental properties.  Managed $500,000 investment portfolio.  Participated and assisted in local political action organizations. Heck, T. / Resume Page 3 of 4

Interwest Consulting Group 2005 – 2007 Northern California Assignments  Extensive skills and abilities allowed me to fill numerous consultant leadership roles in different communities for development services, maintenance, design, and capital construction.  Was assigned as the Engineering Manager in Yuba City, CA managing a troubled $50M capital program and development projects for 18 months; later assigned as Lead Plan Check in Development Services, then Senior Project Manager and then Director of Operations – all in Elk Grove, CA based on need – versatility as a consultant highly valued!  Managed a $20M Downtown Revitalization and $20M Park and Aquatics Center Project, which included consultant project management and contracting oversight, obtaining stakeholder input, facilitating community town hall meetings, resolved parking issues, as well as working with utility companies and state agencies. Successfully bid and awarded these two $20M projects.  Routinely collaborated with City Council, other city leaders, and community stakeholders providing technical assistance, problem solving, and action planning.  Worked with and provided oversight to developers and construction contractors to ensure project compliance with local, state, and federal standards.  Managed plan check, development conditioning, and adequacy of improvement plans, infrastructure, designs, and construction projects. Managed a staff of up to 20 plus consultants.

Deputy Director of Public Works 2000 – 2005 Reno, NV  Lead operations of 170 personnel and a $27 million budget for city maintenance (i.e., streets, traffic signal, sewer and storm systems, fleet, facilities, and a 4MGD treatment plant).  Developed and implemented process improvement initiatives resulting in city savings of over $3M annually and achieved improved outcomes for the City of Reno’s maintenance functions.  Implemented system transformation and organizational culture change to bring operations to national benchmark standards.  Developed a $100K leadership-training program for subordinate managers, supervisors and staff.  Set goals and objectives for operations measured through a task management system.  Routinely collaborated with the City Manager, City Council, Civil Service Commission, other city leaders, and community stakeholders.  Managed financial and human resources allocations.  Instituted Maintenance Management System for improved operational effectiveness and cost control.

Director, Buildings and Grounds 1998 – 2000 University of Southern California Los Angeles, CA  Lead operations of 80 personnel and $9 million budget.  Managed financial and human resources allocation in multiple geographically separate locations.  Built, implemented, and monitored annual operating/capital requirements budget.  Provided financial and operational analysis to USC leadership.  Spearheaded organizational improvements for maximum productivity and customer responsiveness resulting in savings to the University of over $150K annually.  Established performance metrics and ensured compliance with federal, state, and local regulations.  Resolved long standing but sensitive personnel issues.

U.S. AIR FORCE – Retired LtCol Heck, T. / Resume Page 4 of 4

JUNE 1977 – MAY 1998

Director of Public Works 1996 –1998 Los Angeles Air Force Base, CA  Responsible for providing oversight and management of over 2.7 million square feet of base facilities, utilities, including industrial/administrative buildings, and 574 family housing units at four remotely separate locations.  Lead 182 personnel and managed a $27M operating budget, along with a $1.2M capital budget.  Spearheaded 5-year facility strategic planning efforts, generating operating budgets for each alternative.  Developed and managed metrics quarterly to ensure the highest level of facility support and customer service to end users.

Deputy Command Engineer 1994 –1996 Southern Command Engineering, Panama  Managed a $50M military training construction program for nation building.  Acting Command Engineer for 12-month period in the absence of the Command Engineer.  Provided direction to staff; briefed general officers, and provided engineering expertise to decision makers.  Supervised 17 professional and support engineering staff.

Chief of Operations 1991 –1994 Travis Air Force Base, CA  Responsible for managing the maintenance and repair of 10 million Square Feet (SF) of facilities – 500 administrative/industrial buildings, 6.4M SF of pavements, 7,800 acres of grounds, 2,500 housing units, sewer and storm water collection, sewage treatment, water production, distribution, and storage, secondary power distribution for high voltage electrical, and fuel storage and distribution, as well as temporary power generation capability supporting over 10,000 personnel.  Developed, implemented, and monitored performance metrics to improve performance and operational efficiency.  Provided input in strategic planning for operations functions, including budget and funding.  Lead almost 400 personnel and developed and tracked allocation of a $40M operating budget.  Developed strategic plan to fix poorly maintained/repaired facilities under tight fiscal constraints.  Managed priorities to ensure mission critical facilities remained operational and in good repair.

Chief of Engineering 1993 –1994 Travis Air Force Base, CA  Principle engineer who was personally selected by the Commander to assume leadership of this failing Engineering Division; lead and managed 20 professional engineers.  Lead the reorganization of the Engineering Division into two multi-discipline design teams providing a systems approach for design and construction. Developed and implemented facility standards.  Implemented a leadership plan communicating what was important, modeling the way by doing the right things, building an engaged workforce, and developing relationships with key stakeholders.  Managed an $834M 5-year design construction program and $200M in on-going construction projects.  Managed a $150M fast track design effort that successfully met critical project award deadlines.  Developed strategic plan and vision for facilities improvements by developing standards, measurements, and an implementation plan.

MARC HERBST 165 Sequams Lane East West Islip, NY 11795 (631) 873-6985 [email protected]

AREAS OF EXPERTISE

Administration and Management • Transform moribund, stagnant organizations; implement necessary cultural change, enhance professionalism, increase ethical practices and credibility, and encourage excitement and growth • Manage complex studies and public works projects • Ability to coordinate and direct multiple consultant teams and personnel • Oversee and manage project controls and budgets • Familiarity and knowledge of public and nonprofit agencies, the cultures, procedures and key decision-makers

Communications and Public Advocacy • Develop and execute short and long-term strategic objectives for public relations • Arrange and participate in media events and press conferences • Act and appear in media on behalf of the organization • Maintain internal and external dialogue concerning organizational projects and goals • Coordinate a unified oral, written and visual message for the organization • Advocate organizational commitment and value to the community • Ensure that external efforts promote positive image and organization’s core message • Identify, survey and engage business and community opinion and decision-makers

Labor Relations • Negotiate in achieving amicable collective bargaining agreements with organized labor • Represent employers’ interests in grievance dispute panels • Serve as employer trustee on several multi-million-dollar Taft-Hartley benefits and pension funds

Public Policy and Strategic Planning • Intimate knowledge of intricacies involved to effectively participate and help maneuver issues through legislative and regulatory processes • Effective leadership of government personnel and collaborative delivery of services for municipalities • Experience in testifying and participating in various legislative and executive committees and hearings at all levels of government, including Congress • Understanding of responsibilities and roles of various governmental regulatory agencies, their complex inter- relationships, and the ability to successfully navigate among them • Ability to effectively lobby elected and political party officials, regardless of political affiliation • Wisdom and understanding of formal and informal dynamics of political process

EMPLOYMENT

Long Island Contractors’ Association (September 2006 – present) • Executive Director • Past Chair of Council of State Executives, American Road and Transportation Builders Association • Member, Long Island Economic Development Council’s Infrastructure Committee • Vice President, New York State Roadway Improvement Coalition

Evangelical Lutheran Church in America (January 2011- present) • Pastor, Church of Our Saviour, Lutheran, Manhasset, NY • Chief of Staff for Bishop/Director of Strategic Planning, Metropolitan New York Synod • Pastor, Faith Evangelical Lutheran Church, Syosset, NY • Executive Committee, Metropolitan New York Synod

New York State Thruway Authority (January 2003 – September 2006) • Executive Project Manager, Tappan Zee Bridge/I-287 Environmental Review • Director of Transportation Planning and Environmental Services

Member of Assembly, State of New York (five terms, February 1994 - December 2002) • Ranking Member of the Assembly Standing Committee on Transportation • Other committee assignments: Ways & Means, Energy (former ranking member) • Member of the Legislative Commission on Critical Transportation Choices • Member of the Metropolitan Transportation Authority’s Capital Review Board

Town of Oyster Bay, State of New York (July 1982 – February 1994) • Chief Deputy Receiver of Taxes • Assistant to Town Supervisor

EDUCATION

St. Bernard’s School of Theology & Ministry (2010) • Master of Divinity (includes study at Lutheran School of Theology at Chicago, and internationally in France, Germany and Switzerland) Polytechnic University/NYU-Poly (1989) • M.S., Transportation Planning & Engineering SUNY Empire State College (1986) • B.S., Business Administration/Political Science – SUNY Alumni Honor Roll; Distinguished Alumni Award

PROFESSIONAL AWARDS AND LEADERSHIP RECOGNITION

United Way of Long Island, Board Trustee, 2013 - present Construction Financial Management Association’s “Construction Executive of the Year – 2010” Molloy College’s Energeia Regional Stewardship Program, Class of 2008 Hicksville Chamber of Commerce’s “Citizen of the Year – 2002” American Legislative Exchange Council, New York State Chair, 1998-2000 Hicksville Public Library Board of Trustees, President, 1990-1994 Hicksville Community Council, President, 1993-1994

Marc Herbst – LICA Executive Director

Marc Herbst is the Executive Director of the Long Island Contractors' Association, a nationally regarded trade organization that advocates on behalf of a strengthened and robust infrastructure upon which rests the region’s future. As the group’s chief executive officer, he is responsible for the programs and services offered to more than 170-member firms that create thousands of construction jobs within a bi-county area and help drive the regional economy. Mr. Herbst also serves as Vice President of the New York Roadway and Infrastructure Coalition and is a Past Chairman of the Council of State Executives for the American Road and Transportation Builders Association.

Mr. Herbst is also active is various business and labor organizations. He is a member of the economic development and infrastructure committee for the Long Island Association and serves as a member of Governor Andrew Cuomo’s Long Island Regional Economic Development Council's infrastructure subcommittee. In addition, Mr. Herbst is an employer trustee for several labor benefit trust funds, such as Laborers Local No. 1298, Operating Engineers Local No. 138, and Teamsters Local No. 282.

Mr. Herbst joined the contractors’ association in 2006 after serving as Director of Transportation Planning and Environmental Services for the New York State Thruway Authority. Prior, he was a five-term State Assemblyman where he was the ranking member of the Assembly Transportation Committee. He also served as a member of the MTA’s Capital Review Board and as a member of the Long Island Commission on Critical Transportation Choices.

Mr. Herbst has been recognized professionally and personally, honored as the "2010 Construction Executive of the Year" and was named the Hicksville Chamber of Commerce "2002 Citizen of the Year."

An ordained minister of the Evangelical Lutheran Church in America, the Reverend Herbst currently presides as the pastor of the Church of Our Saviour, Lutheran in Manhasset. His prior ministry included serving as the Chief of Staff to the Bishop of the ELCA New York Metropolitan Synod.

Herbst holds a Master's of Divinity from St. Bernard's School of Theology and Ministry, a Master of Science degree in Transportation Planning & Engineering from New York University, and a Bachelor of Science degree in Business Administration from SUNY Empire State College.

He and his wife Carol, a court reporter, reside in West Islip. They have three adult daughters and one grandson.

James D. Hock PO Box 399 Highland MI 48357 [email protected] 248-813-7958

Profile An experienced municipal manager, providing leadership and inspiring a shared vision that empowers staff to achieve extraordinary results.

Education Hillsdale College BS degree Oakland University Master of Public Administration

Senior Executive Institute University of Virginia Sr. Executives in State & Local Gov. Harvard University

Professional Experience

November 2013 – May 2017 City Manager City of Joliet, IL (pop 149,395)

 Led first ever Strategic Planning process developing goals and objectives to integrate into $280M annual budgeting process with Department Director performance objectives.  Coordinated construction of new downtown train station servicing two METRA lines to Chicago and Amtrak to St. Louis.  Developed a Citywide Plan for wireless security and internet access.  Guided City through lawsuit settlement with HUD to become first City in the U.S. to own & operate a 352 unit low income housing development.  Coordinated effort for a private/public partnership leveraging $21M in State funds and a $170M private investment for a bridge over the Des Plaines River into a 6600 acre intermodal facility.  Met with business leaders and coordinated City incentives with Mars, IKEA, Amazon and others that resulted in over 5 million square feet of fulfillment center development each year since 2014.  Coordination of the transfer of Joliet prison ownership from the State to the City for the Joliet Historical Museum tours and film industry.  Adoption of a new Downtown Development Plan and led expansion of the Special Service Area to fund artificial turf in the City baseball stadium.

November 2012 – November 2013: Village of Carpentersville, IL (pop 38,196) Director of Community Development

• While supervising the Building, Planning and Engineering division, implemented consultant’s recommendations on operational changes. • Added laptop inspections in the field with wireless communication to increase productivity. • Establishment of an email notification system to keep plan review within our time objective. • Fostered economic development through a “one stop” process Development Team for new businesses and expansion of existing businesses. • Negotiated wage freezes in settled labor agreements for two consecutive years.

July 2008 – May 2012: City of Park Ridge, IL (pop 37,721) City Manager

• Participated in electricity consortium saving residents 40% on electricity. • Created a vehicle sticker program to support community Cultural Arts. • Negotiated $200,000 annual contribution from Advocate Hospital for City services. • Coordinated public debate on Homeless housing issues. • Implemented consultant’s recommendations on reorganization of the Police Department. • Developed an implementation plan for stormwater engineering analysis with project schedules and financial recommendations to achieve the goal of flooding relief for residents.

December 1994 – July 2008: City of Oak Park, MI (pop 29,594) City Manager (2003-2008) Assistant City Manager (1994-2003)

• Coordinated referendum on Bond issues for roads and municipal buildings. • Created the Kidsbuild Program-building trades vocational education program renovating obsolete homes in the City. • Managed the annexation of property into the City and the water, sewer and street improvements that followed. • Negotiated lease of public property for communication towers. • Facilitated Extreme Makeover-Home Edition production in the City. • Coordinated the redevelopment of a Brownfield site at a former Military Armory. • Redevelopment of the Central Business District. • Changed the pension plans from defined benefit to defined contribution.

July 1985 – December 1994: City of Sterling Heights (pop 130,410) Assistant City Manager

• Prepared the annual City Budget ($85M). • Developed a Municipal Improvement Program (5 year capital expenditure plan). • Lead a citizens committee through a community visioning process. • Implemented interest-based bargaining with unions. • Served as Human Resource Director negotiating over 50 union labor agreements including pay for performance. • Established Labor/Management work practices committees. • Developed self-insured property & liability, worker’s compensation and medical insurances. • Coordinated an award winning Risk Management program.

Certifications & Awards *AICP (American Institute of Certified Planners) *SPHR (Senior Professional in Human Resources) *Credentialed Manager - International City/County Management Association *Assistant’s Excellence in Leadership Award - ICMA - 2003 *Award for Programs for the Disadvantaged - ICMA - 2003 JENNIFER JAMES-MESLOH, M.P.A., PH.D. 502 NEWBERRY AVE, NEWBERRY, MICHIGAN 49868 PHONE: 239-425-5658 / EMAIL: [email protected]

July 9, 2019

City of Naples c/o Colin Baenziger Colin Baenziger & Associates 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, FL 32118

Re: Application for City Manager – City of Naples

Greetings Mr. Baenziger:

Please accept the enclosed materials as application for the position of City Manager for the City of Naples. I am a results-driven professional with over 26 years of experience and 14 of those years have been working in government/ public-sector organizations. I have specializations in municipal government management, budgeting, crisis communications, public relations, tourism-based economic and community development, public health, criminal justice, public safety, emergency management, environmental sustainability, agriculture and higher education.

My education includes a Ph.D. in Public Affairs from the University of Central Florida, an M.P.A. Masters of Public Administration from Florida Gulf Coast University, and a B.S. in Public Relations from the University of Florida. In addition, I hold a Florida real estate sales license and have extensive training in Incident Command System (ICS) for managing crisis events.

Currently, I serve as the Village Manager for Newberry, Michigan and am responsible for the management and supervision of all seven departments and their staff: Wastewater Treatment Plant, Water & Light, Parks & Recreation, Public Works, Human Resources, Finance, and Fire Department. During my leadership the following activities and accomplishments have occurred:

Municipal Manager Experience • Complete overhaul of all financial systems, processes and procedures: o Chart of accounts revised to align with State of Michigan; o All budgets for every fund and department were discarded and redone from scratch to align with generally accepted accounting principles (GAAP) and State of Michigan laws while reducing expenses; o Co-wrote and acquired a state grant for entire software package for all utility billing (water, sewer, electric, garbage), general ledger and personnel portal ($79,000 software package); Currently overseeing conversion of all data to new software and starting a consolidation of 27 banking accounts. • Oversaw and assisted in conducting rate studies to revise water and sewer rates to meet bond debt. • Instituted a restructuring of the organization’s staff, which had not been done since the 1980’s. • Created the first Parks and Recreation Department and consolidated the management of all parks. • Brought the Village into compliance with state agencies for the Wastewater Treatment Plant.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

• Initiated the first safety program for staff with monthly safety trainings. Requested Michigan OSHA conduct an educational audit to identify safety concerns and now under the guidance of Michigan’s OSHA bringing the Village facilities and fire department into compliance on safety standards. • Created the first Planning Commission, along with overseeing the adoption of the first Master Plan. • Hired the first ordinance enforcement officer to address community blight. • Office equipment upgrades – moved from Gmail and Yahoo email addresses to “newberrymi.gov” email addresses. Set up all employees and Council members with Microsoft Office package. Leased new copiers, cell phones, and upgraded all landline telephone hardware. • Acquired a grant and assisted in developing the first ever recycling program in Newberry and Luce County, Michigan. Launching the first collection date with two recycling containers on June 26, 2018. Previously residents had to drive about 65 miles to the nearest recycling facility. • Oversaw and initiated the refurbishment of the original Christmas street light decorations that were hand-made by Village residents in 1957 for the 60th anniversary. Organized and planned a lighted Christmas parade to celebrate the 60th anniversary of the Christmas decorations. • Applied and awarded “engaged” status toward becoming a Redevelopment Ready Community with the Michigan Economic Development Corporation (MEDC). Conducting a public participation plan over the summer of 2018. • Led all negotiations for the revision of the union contract and reduced the Village’s liability by $322,000 while increasing salaries 6% over 3-years without increasing overall expenses.

Public Information & Media Experience • Extensive expertise as a media spokesperson for the Lee County Health Department / Florida Department of Health and have specialized in media response during crisis events which lasted days to months. • Served as a Public Information Officer (PIO) and conducted hundreds of media interviews serving in the 11th - 61st ranked media markets in the U.S. In addition, the Florida Department of Health contracted with me to train 50 of their PIOs in crisis and emergency risk communications (CERC). • Repeatedly an invited speaker on CERC at the Florida Governors Hurricane Conference and have expertise working with emergency management on hurricane and disaster plans, implementation, and recovery.

Economic Development Experience • Served both as a board member, Hendry County EDC, and the former Executive Director of the Glades County EDC. Designed and implemented economic and community development projects which brought site selectors to the community, promoted tourism, and prompted policy changes. As an academic, I have taught many graduate courses on economic development, and have designed and implemented regional research projects representing 15 counties.

Agricultural, Environmental & Water Quality Experience • During my years working for Gulf Citrus Growers Association, a Florida State Senator, and Glades County EDC, I gained extensive experience in the areas of agriculture, protection of environmentally sensitive species and their habitats such as estuaries and wetlands, as well as, water quality and land-use planning.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

Lobbying Florida Legislature Experience • While working for a Florida State Senator experience includes drafting state bills and policy. • Successfully lobbied and co-lobbied state elected officials, U.S. Senators and staff members on trade agreements, and obtained infrastructure funding, specifically for widening State Road 80 as a hurricane evacuation road and renovation of the historic city hall in Everglades City.

Grant Writing Experience • Successfully written and co-written foundation, state and federal grants with the largest awarded grant being $600,000.

Public Safety - Law Enforcement/ Fire Experience • Currently supervise Fire Department for the Village of Newberry. • Former faculty in Criminal Justice Department at Florida Gulf Coast University. • Peer-reviewed author in the discipline of criminal justice, having co-authored works on use of force/ less lethal, K-9, and fee for service. Worked with local law enforcement designing and implementing a community perception study for the Cape Coral Police Department.

Academic Experience • Former director of the Masters of Public Administration program at Northern Michigan University, and under my leadership and direction experienced a 400% increase in enrollment, was awarded five (5) national designations, and ranked in the Top 50 Online MPA programs in the U.S. during my last two (2) years. • Former faculty at Florida Gulf Coast University teaching criminal justice, emergency management, public relations, and public administration. • Peer reviewed author, conference speaker, and designer of academic curriculum and programs. • Research expertise in: public administration, public-private partnerships, placemaking, creating social capital, economic development, and public health.

Finally, I have about 20 years residing in Southwest Florida, and Naples is a community my family has had a business for two decades and my son attended school at Royal Palm Academy. For me, Naples represents home. Also, I have a deep appreciation for the community culture, competing pressures of development, providing services and activities to full and part-time residents, controlling costs, and still preserving elements of ‘ole Naples that are so endearing.

I am highly engaged in my community and am passionate about improving the communities I live in, having twice served as president of my local Rotary club in LaBelle, Florida and Marquette, Michigan. I strongly believe that when we love where we live, that enthusiasm inspires others to make a difference as well. If presented with the opportunity, I would be thrilled to live, work and raise my family in Naples. Thank you for your consideration and review of my qualifications. I look forward to your response.

All the best,

Jennifer James-Mesloh, M.P.A., Ph.D.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D. 502 NEWBERRY AVE, NEWBERRY, MICHIGAN 49868 PHONE: 239-425-5658 / EMAIL: [email protected]

EDUCATION Ph.D., Public Affairs – University of Central Florida, Orlando, FL 2010 M.P.A., Public Administration – Florida Gulf Coast University, Fort Myers, FL 2002 B.S., Public Relations – University of Florida, Gainesville, FL 1992

PROFESSIONAL EXPERIENCE VILLAGE OF NEWBERRY, Newberry, MI Village Manager & Superintendent of Parks & Recreation January 2017 - Present • Responsible for management and supervision of all departments and staff: Wastewater Treatment Plant, Parks & Recreation, Water & Light, Public Works, Human Resources, Finance, Fire Department and their respective budgets. Aligned organization to government best practices, which had not been updated since the 1980’s. Restructured organization’s staff; Updated every fund’s chart of accounts to align with State of Michigan’s; Revised every fund’s and all department’s budgets to comply with General Accounting Practices and state law; Created the first Planning Commission and oversaw the writing of the first Master Plan; Instituted the first ordinance enforcement officer to address community blight; Brought the Village into compliance with state agencies for the Wastewater Treatment Plant; Initiated the first MiOSHA educational audit to identify safety concerns and now under the guidance of MiOSHA, bringing the Village into compliance on safety standards. Oversaw rate studies on water and sewer for necessary adjustments. Led all negotiations for the union contract and reduced the Village’s liability by $322,000 while increasing salaries 6% over 3-years.

ADVANCED RESEARCH SOLUTIONS, INC., Arcadia, FL & Newberry, MI President – Consulting Firm for Public & Nonprofit Agencies December 2003 – Present • Crisis communications training for staff; Focus group research; Program evaluation; Strategic planning; Restructuring of organizational hierarchy; Fundraising campaigns; State-wide public relations campaigns; Public perception monitoring and research for government agencies; Conduct seminars and trainings for public and nonprofit staff on how to increase media exposure and manage media coverage during a crisis event. • Most Recent Client (April-July 2016): Florida Department of Health to train 50 Public Information Officers (PIOs) in Crisis and Emergency Risk Communications (CERC).

NORTHERN MICHIGAN UNIVERSITY, Marquette, MI MPA Assistant Professor & Program Coordinator August 2013 – January 2017 • Led, managed and directed all aspects of the MPA program; Supervised program faculty and staff; Wrote performance reviews; Monitored program budget; Served as advisor/ internship supervisor for all MPA students; Developed and implemented marketing and recruiting strategies; Networked to create partnerships with government and nonprofit organizations for student projects; Responsible for evaluation of program outcomes and annual reporting of assessments. Taught graduate public administration courses; Directed all MPA students in final capstone or thesis research; Re-designed all program curriculum to include real-world projects with public agencies. Enrollment increased over 400%; Awarded 5 national recognitions for quality and ranked in the Top 50 Online MPA programs in the U.S. for the last 2 years of my leadership; Developed partnerships with professional associations.

FLORIDA GULF COAST UNIVERSITY, Ft. Myers, FL Criminal Justice Instructor & Internship Coordinator August 2010 – August 2013 • Restructured internship program; Supervised 400 student internships each year with government agencies and nonprofits. Directed the Justice Studies Advisory Committee; Conducted assessments of student learning outcomes; Wrote assessments for accreditation. Taught courses in criminal justice, emergency management, public relations and civic engagement.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

LEE COUNTY HEALTH DEPARTMENT, Ft. Myers, FL November 2008 – August 2010 Public Information Officer (PIO) Lee County & Region 6: Regional Domestic Security Task Force (RDSTF) • Served as support and assisted PIOs for 10 Florida counties (1.5+ million population) with media messaging during a crisis event in the 11th, 19th, 38th, and 61st ranked media markets in the U.S.; Developed template for all-hazards crisis and emergency risk communications plan (CERC) for 10 counties; Developed and implemented a 4-month, county-wide crisis and emergency communications plan to vaccinate 600,000 people in Lee County, Florida for H1N1; Assisted Lee County Emergency Operations Center in creating response strategy during worldwide pandemic; Supervised internal staff, consultants, and contractors; Responsible for program and media budget; Placed advertising with media outlets; Conducted hundreds of interviews appearing on television, web, radio and in print; Experienced conducting press conferences, writing, press packets.

Grant Writer & Health Promotions • Successfully co-wrote $600,000 federal grant awarded for tobacco prevention; Revamped public image, increased media exposure and marketing; Promoted all programs.

FLORIDA GULF COAST UNIVERSITY, Ft. Myers, FL Adjunct Faculty Semesters: Summer & Fall 2005; Fall 2007 • Taught courses in public administration, state and local government, and American national government.

LEE MEMORIAL HEALTH SYSTEM FOUNDATION, Ft. Myers, FL Director of Grants November 2005 – November 2006 • Commissioned to research, evaluate, prepare and submit grant proposals/applications requesting funds from foundations, individuals, corporations and governmental sources; Designed grant funded programs that corresponded to the organization’s mission; Maintained grant-tracking system to ensure compliance with required audits and federal requirements; Provided monthly reports for board of trustees.

GLADES COUNTY ECONOMIC DEVELOPMENT COUNCIL, Moore Haven, FL Executive Director September 2003 – March 2004 • Developed and implemented place-making strategies to promote rural tourism in Glades County, Florida; Coordinated Big O Birding Festival for eco-tourism. Lobbied elected officials.

UNIVERSITY OF CENTRAL FLORIDA -CENTER FOR COMMUNITY PARTNERSHIPS, Orlando, FL Research Assistant January 2003 – December 2003 • Conducted research in areas of education, public administration, social work and healthcare; Developed links between the University of Central Florida, nonprofit organizations, and community; Co-developed curriculum for social work program.

UNIVERSITY OF CENTRAL FLORIDA, Orlando, FL Full-Time Doctoral Student: Doctoral program in Public Affairs August 2002 - December 2003

FLORIDA GULF COAST UNIVERSITY, Ft. Myers, FL Full-Time Graduate Student: Masters of Public Administration program August 2001 – May 2002

FLORIDA STATE SENATOR STEVEN A. GELLER, DISTRICT #29, LaBelle, FL Legislative Assistant III December 1998 – August 2001 • Managed branch office; Represented constituents’ concerns and served as liaison between constituents, municipalities, counties and state agencies; Conducted research and assembled data for drafting state legislation, speeches and special reports; Analyzed state legislation based on its relevance to public policy; Wrote and distributed press releases and other public information; Served as spokesperson for Senator Geller to media and representative within district #29.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

GULF CITRUS GROWERS ASSOCIATION, LaBelle, FL Director, Member & Industry Relations February 1993 – December 1998 • Responsible for public relations and events: annual meetings, golf tournament, trade show and banquet; Developed and implemented marketing strategies for increasing membership; Provided support services to members and 10 committees; Secured corporate sponsorships for all events; Coordinated media coverage; Designed and wrote copy for publications; Lobbied government officials to address industry concerns; Represented diverse interests as those critical to farm workers, landowners, and associated industries to government officials and external community such as water quality and usage, environmental impacts of agriculture on surrounding habitats.

PROFESSIONAL & ACADEMIC CONFERENCE PRESENTATIONS Motiska, M. & James-Mesloh, J. (2016, May). Basic Crisis Risk Communications Workshop (May 9, 2016 from 8:30 a.m. – 5:00 p.m.) and Intermediate Crisis Risk Communications Workshop (May 10, 2016 from 8:30 a.m. – 5:00 p.m.). Presented two full days at the Governor’s Hurricane Conference. Orlando, Florida. (Invited co-presenter).

James-Mesloh, J. (2015, September). Invited moderator for the breakout session: Publicly- Operated Telework Facilities: An Economic Development Opportunity for Michigan’s Rural and Tourism-Oriented Communities at the 4th Annual University Center for Regional Economic Innovation at the Innovate Michigan Summit, East Lansing, Michigan.

James-Mesloh, J., MacBeth, C., Paparelli, C, Poupore, R., Lynch, A., Seyfarth, H., & Hoszkiw, B. (2015, July). Recruiting For the Future: Finding and Keeping Talent. Presented as a panel at the Michigan Local Government Management Association Summer Institute, Boyne City, Michigan. (Invited panel participant along with three NMU MPA students).

James-Mesloh, J. (2015, May). Social Capital Theory Influences in Women At-Risk for Poor Pregnancy Outcomes. Presented at the 2015 Public Administration Theory Network (PAT-Net) Conference: Anti-Government, Different This Time, Vancouver, British Columbia.

Motiska, M. & James-Mesloh, J. (2015, May). Basic Crisis Risk Communications Workshop (May 11, 2015 from 8:30 a.m. – 5:00 p.m.) and Intermediate Crisis Risk Communications Workshop (May 12, 2015 from 8:30 a.m. – 5:00 p.m.). Presented two full days at the Governor’s Hurricane Conference. Orlando, Florida. (Invited co-presenter).

James-Mesloh, J. (2015, April). Making Service-Learning the Cornerstone of Recruiting for a Graduate Program. Presented at the 2015 National Service Learning Conference of the National Youth Leadership Council, Washington, D.C.

James-Mesloh, J. (2015, January). Tapping into Student Power for Civic Projects. Presented as a breakout session at the Michigan Local Government Management Association Winter Institute, Novi, Michigan.

James-Mesloh, J. (2014, October). Learning by Doing as a Course Model. Presented as a breakout session at the Michigan Municipal League 2014 Convention, Marquette, Michigan.

James-Mesloh, J. (2014, September). Upper Peninsula Economic Development Data Collection and Marketing. Presented as a breakout session at the 3rd Annual University Center for the Regional Economic Innovation at the Innovate Michigan Summit, East Lansing, Michigan.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

Puncochar, J., Harris, R, Ganzert, C., & James-Mesloh, J. (2014, February). The Evolution of Best Practices in Service Learning at Northern Michigan University. Panel presented at the bi- annual conference of the Michigan Campus Compact, Civic Engagement Institute. Grand Rapids, Michigan.

James-Mesloh, J. (2008, October). An Exploratory Evaluation of a Pregnancy Program. Presented as a poster at the 5th Annual Conference of the University of Central Florida, Department of Public Affairs, Orlando, Florida.

James-Mesloh, J. & Mesloh, C. (2006, April). The Effect of Race and Gender on Perceptions of Less Lethal Weapons. Presented as a workshop at the 43rd Annual Conference of the Academy of Criminal Justice Sciences, Baltimore, Maryland.

Wolfe, R., James-Mesloh, J. & Mesloh, C. (2005, March). Student Satisfaction of Collaborative Learning in the Criminal Justice Classroom. Presented as a workshop at the 42nd Annual Conference of the Academy of Criminal Justice Sciences, Chicago, Illinois.

REPORTS James-Mesloh, J., Paparelli, C., MacBeth, C., & Poupore, R. (2015). Ishpeming Growing Together: Survey Results of Social Capital & Community Gardens. Ishpeming, Michigan: Partridge Creek Farm Board.

James-Mesloh, J. (2014). Upper Peninsula Economic Development Data Collection & Marketing Project. Marquette, Michigan: Copies distributed to all 15 UP County Economic Development Agencies: Alger, Baraga, Chippewa, Delta, Dickinson, Gogebic, Houghton, Keweenaw, Iron, Luce, Mackinac, Marquette, Menominee, Schoolcraft, Ontonagon.

James-Mesloh, J. (2011). Cape Coral Police Department Community Engagement Forum: Final Report. Cape Coral, Florida: Cape Coral Police Department & City of Cape Coral.

James-Mesloh, J. (2009). Orange County Healthy Start Program Evaluation. Orlando, Florida: Orange County Healthy Start Coalition & Orange County Health Department.

Mesloh, C. & James-Mesloh, J. (2004). The University of Central Florida Police Services Assessment. Orlando, Florida: University of Central Florida, Department of Public Safety and Police.

James-Mesloh J. (2003). A Cost Benefit Analysis of ENABL: A Teenage Pregnancy Prevention Program. Orlando, Florida: Seminole County Healthy Start Coalition.

GRANT PROPOSALS Iacoangeli, J.; James-Mesloh, J. (2018). Increasing Efficiency Through Enhanced Software. Michigan Department of Agriculture. Village of Newberry.

James-Mesloh, J. (2015). Ishpeming Growing Together: Benchmark Survey of Social Capital Influences and Community Gardens. Center for Rural Community and Economic Development. Northern Michigan University.

James-Mesloh, J. (2013). Upper Peninsula Economic Development Data Collection & Marketing Project. Center for Rural Community and Economic Development. Northern Michigan University.

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

James-Mesloh, J. (2013). Upper Peninsula Economic Development County Profile Website Development. Student-Led, Faculty-Guided Technical Assistance Project. Center for Community and Economic Development. Michigan State University.

Chang, N.B., Ortiz, J., Wan, T.T.H., Zhang, N.J., Karwowski, W., Abhram, T., Liberman, A., Matusitz, J., Golden, A., March, A., Lee, K.Y., Lep, J., & James-Mesloh, J. (2011). Health Effects of the Deepwater Horizon Oil Spill in Florida's Gulf Coast Region.

James-Mesloh, J., Baker, S., & Wilderman, W. (2009). Lee County Health Department Tobacco Cessation & Prevention program.

PUBLICATIONS Mesloh, C., James-Mesloh, J., Medley, L., & Wolf, R. (2012). Evaluation of Rubber Ball Grenades: Applications for Law Enforcement and Corrections. Law Enforcement Executive Forum, 12(3), 80-89.

Wolf, R., Mesloh, C., & James-Mesloh, J. (2009). Student Perceptions of Collaborative Learning in the Criminal Justice Classroom. American Criminal Justice Association, LAE Journal, 22- 26.

Mesloh, C. & James-Mesloh, J. (2006). Trained Dogs in the Crime Scene Search. Journal of Forensic Identification 56(4), 534-539.

Mesloh, C. & James, J. (2004). [Review of the book [Law Enforcement Funeral Manual]. FBI Law Enforcement Bulletin, 73(3), 6.

Mesloh, C. & James-Mesloh, J. (2002). The Social Construction of the K-9 Ballistic Vest Phenomenon. FBI Law Enforcement Bulletin, 71(10).

Mesloh, C. & James, J. (2001). Review of the book: Cadaver Dog Handbook: Forensic Training and Tactics for the Recovery of Human Remains. FBI Law Enforcement Bulletin, 70(11), 23.

COMMUNITY SERVICE (CURRENT & PAST) Elks 2017 - Present Member

FIRST® Robotics- Bothwell Robotic Narwhals 2015 - 2017 Mentor/ Co-Coach for Team 2016, 2015

Marquette West Rotary (District 6220) 2013 - 2017 Past positions: President and co-chair of the Harborfest 2016 festival Vice-President, and Committee Chair for Harborfest 2015, primary fundraiser of club raising about $50,000 each year which is awarded back to the Marquette community in service grants.

FUN-damental Fitness 4 Kidz 2010 - 2013 Inaugural Board Member

Healthy Start Coalition of SW Florida 1999 – 2001; 2010 – 2013 Board Member 2010-2013 & 1999-2001; Nominating Committee; Allocation Committee; Legislative Committee; Chairman of Marketing, Outreach, and Fundraising Committee

Healthy Lee 2008 - 2010 Committee Member

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

LaBelle Rotary (District 6960) 1993 - 2003 President, Assistant Governor-Elect 2002-2003; Board Member 2000-2001; Nominating Committee for District Governor/ District 6960; Ambassadorial Scholarship Sub-Committee/ District 6960; Group Study Exchange Committee/ District 6960; Long Range Planning Committee/ District 6960; President- Elect; Secretary; Treasure; Chairman Community Service Committee; Chairman Vocational Service Committee; Chairman Program Committee

Southwest Florida Regional Planning Council 2003 - 2004 Board Member representing Glades County, Florida

Healthy Start Coalition of Seminole County 2002 - 2003 Board Member

LaBelle Cultural Center & Community Theatre 1993 - 2001 Director, Actor and Makeup Manager

Citizens Highway Initiative Project (CHIP) 2000 - 2001 Board Member, Secretary (CHIP was responsible for getting major hurricane evacuation road widened to 4-lanes)

Hendry County Economic Development Council 1999 - 2001 Board Member

Southwest Florida Education Center 1999 - 2001 Project Initiation; Implementation & Development Committee Member

Florida Employers Advisory Council (FEAC) 1995 - 1998 Secretary

Southwest Florida Housing Coalition 1995 - 1998 Secretary

LaBelle Jaycees 1995 - 1997 Member, Treasurer

Jennifer James-Mesloh, M.P.A., Ph.D. JENNIFER JAMES-MESLOH, M.P.A., PH.D.

REFERENCES

1) Julie Craichy Wilkins Commissioner, City of LaBelle P.O. Box 458 LaBelle, FL 33975 (863) 673-4529 Email: [email protected]

2) Margaret Lezcano Managing Director & Head of Southeast Public Finance UBS Unit 1604/ 530 E Central Blvd Orlando, FL 32801 (917) 868-1569 Email: [email protected]

3) Joseph M. Lubig, Ed.D. Associate Dean & Director School of Education, Leadership & Public Service Northern Michigan University 1401 Presque Isle Ave 179c Whitman Hall Marquette, MI 49855 (906) 362-6391 Email: [email protected]

4) Cynthia Paparelli Macomb Township Deputy Supervisor Macomb Township 37192 Brett Dr New Baltimore, MI 48047 (586) 557-4841 Email: [email protected]

5) John Iacoangeli Principal Owner Beckett & Raeder, Inc. 113 Howard St Petoskey, MI 49770 (734) 646-6901 Email: [email protected]

6) Erica Goff Director of Grants and Contracts Northern Michigan University 1401 Presque Isle Ave 401 Cohodas Hall Marquette, MI 49855 (906) 227-2456 Email: [email protected]

Jennifer James-Mesloh, M.P.A., Ph.D. William E. Johnson III

5512 Woodburn Court Richmond, Virginia 23225 (Home) 804-432-4730

Accomplished local government leader with 17 years experience delivering quality and improved efficiencies, cost savings and excellence in customer service. Excellent organizational, leadership, financial, problem solving and negotiating skills coupled with a commitment and passion for serving internal and external customers. Documented track record for leading high performance teams, creating results-driven departments, developing talent, managing resources, and building strong relationships. Prepared and ready to take the next career step in a progressive, fiscally sound, customer service driven city and organization.

EDUCATION: Bachelor of Science in Accounting - 1986 Hampton University Hampton, Virginia

Masters of Business Administration – 2000 Averett College Danville, Virginia

July 2011 – March 2016 City Manager, Petersburg, Virginia

Serve as the Chief Executive Officer for the City. Ensure the entire City of Petersburg is served effectively and efficiently by providing direct leadership, management and oversight of all City functions governed by the City Council. Major responsibilities consist of: Managing seven (7) departments, including: Police, Fire, Finance, Human Resources, Planning and Economic Development, and Public Works; Preparing, managing and the execution of the City budget; Managing and evaluating the city-wide strategic action plan; providing leadership and support for accomplishing the City’s five (5) primary goals; Providing leadership and support for the development of short and long term strategic planning; Interpreting data for studies, reports and recommendations for decision-making and problem-solving purposes; Providing professional advice and support to the Mayor, City Council and all department heads; Communicating official plans, policies and procedures to employees and the general public; Preparing, administering and evaluating the annual City Budget; Monitoring revenues and expenditures to ensure that City operations perform within budget and to ensure sound fiscal control; assure effective and efficient use of budgeted funds, human resources, materials, facilities, and time; Determine work procedures, evaluate and expedited workflows and processes improves efficiency and effectiveness of operations; ensure that all operations are performing in accordance with City policies, procedures, and ordinances as well as Federal, State, and local laws and guidelines; Monitor and track legislative issues and ensures that the City stays abreast of and in compliance with new laws; Attended all City Council meetings and attended local, regional, and state meetings regarding issues that impact the City; Serve as liaison to City Boards and communicate directives accordingly; and attend community events and activities.

July 2009 – June 2011 City Manager, College Park, GA Responsible for managing the activities of City departments by assigning priorities and objectives to department heads and professional staff; reviews/approves management reports regarding department and administrative activities. Ensured City operations were performed within available resources and guidelines; provided leadership and direction in the development of short and long term strategic planning; gathered interpreted and prepared data for studies, reports and recommendations for decision-making purposes. I provided professional advice to the Mayor and City Council and direction to department heads; communicated official plans, policies and procedures to staff and the general public. Prepared and administered annual City Budget; monitored revenues and expenditures to ensure that City operations were performed within budget and to ensure sound fiscal control; assured effective and efficient use of budgeted funds, human resources, materials, facilities, and time. Determined work procedures, evaluated and expedited workflows and processes to improve efficiency and effectiveness of operations; ensured that all operations are performed in accordance with City policies, procedures, and ordinances as well as Federal, State, and local laws. Tracked legislative issues and ensures that the City stays abreast of and in compliance with new laws. Attended all City Council meetings and attended local, regional, and state meetings regarding issues that impact the City. Served as liaison to City Boards and communicated directives accordingly.

January 2008 – June 2009 Deputy County Administrator, Chesterfield, VA Responsible for overseeing the county’s Management Services division which includes the following departments: Information Systems Technology, Accounting, Real Estate Assessments, License Inspection, Risk Management, Purchasing, Environmental and Security Management, Internal Audit and General Services (to include solid waste services and the county airport). Serves as the liaison between the county and the five elected Constitutional Officers (Treasurer, Commissioner of Revenue, Sheriff, Circuit Court Clerk and the Registrar). The Management Services Division employs approximately 500 staff members and its departments provide services for the entire county government to include the school system.

July 2005 – December 2007 City Manager, College Park, GA Responsible for the daily oversight and administration of all City departments including: Fire, Police, Public Works, Finance, Human Resources, Planning and Zoning, Economic Development, Building Inspection and Code Enforcement, City Clerk, Power and the Georgia International Convention Center. Responsible for managing the activities of City departments by assigning priorities and objectives to department heads and professional staff; reviews/approves management reports regarding department and administrative activities. Ensured City operations were performed within available resources and guidelines; provided leadership and direction in the development of short and long term strategic planning; gathered interpreted and prepared data for studies, reports and recommendations for decision-making purposes. I provided professional advice to the Mayor and City Council and direction to department heads; communicated official plans, policies and procedures to staff and the general public. Prepared and administered annual City Budget; monitored revenues and expenditures to ensure that City operations were performed within budget and to ensure sound fiscal control; assured effective and efficient use of budgeted funds, human resources, materials, facilities, and time. Determined work procedures, evaluated and expedited workflows and processes to improve efficiency and effectiveness of operations; ensured that all operations are performed in accordance with City policies, procedures, and ordinances as well as Federal, State, and local laws. Tracked legislative issues and ensures that the City stays abreast of and in compliance with new laws. Attended all City Council meetings and attended local, regional, and state meetings regarding issues that impact the City. Served as liaison to City Boards and communicated directives accordingly.

February 2005 – July 2005 Deputy County Administrator, King George, VA Provided support to the County Administrator in managing and coordinating all county activities. Directly responsible for Budget development and oversight. Responsible for the Wastewater Treatment and Sewer Operations, as well as water and engineering services. Worked closely with the Constitutional Officers and Economic Development.

December 2001 – January 2005 Deputy City Manager, City of Richmond, VA Responsible for the coordination and management of the Administrative Portfolio which included but was not

limited to the development of policies and oversight. of Human Resources and Information Technology; Development and operation of the Department of Transportation Services with a focus on regional collaboration; Leading the citywide effort to develop a strategic Homeland Security Division to include identifying the responsibilities of the first Emergency Services Coordinator and collaboration at the local, state and federal level; Managing the activities of the City Council including Community Relations and Intergovernmental Affairs with a focus on the City's legislative agenda and General Assembly activity. Served as Liaison between City Administration and the Sheriffs and Commonwealth Attorney's Office. Served on National and regional committees that interfaced with the City of Richmond. Worked with agency Directors in the development of long-range Public Service initiatives; Led Strategic Planning activities; Ensured fair and effective performance monitoring; Developed the City’s Budget; Responsible for the successful implementation of the City’s Customer Service and organizational effectiveness initiatives; Provided oversight for the Department of Public Utilities; City Manager's Office Public Safety Liaison.; Responsibility for staffing and recruiting key Public Safety officials; Served as Acting City Manager in the absence of City Manager with full authority.

January 2000 – December 2001 County Administrator, County of Prince George, VA As County Administrator, my duties included: administrative oversight of daily operations for all government functions, ensuring goals and objectives of the Board were met; responsibilities included building high performance teams; leading the County’s involvement in community initiatives; liaison between citizens and Board of Supervisors; successfully led the preparation of the operating and Capital Improvement Budget of $90 Million; changed the organizational culture to become more customer service oriented; served as the Emergency Services Director; promoted the County Economic Development and Planning Programs; managed 175 full-time employees and 25 departments; worked closely with other local government, state and federal officials.

July 1998 – January 2001 Deputy County Administrator, County of Prince George, VA As Deputy County Administrator, I provided support to the County Administrator in managing and coordinating all county activities; directly supervised Central Accounting Department; acted as County Administrator in the absence of the County Administrator; served as liaison between the County Administrator's office and all county departments and constitutional officers and assists in the preparation of the County’s Budget; provided oversight of the Human Resources function; coordinated the development and maintenance of the County's centralized computer system and network; responsible for improving community relations, responding to citizens' complaints and inquiries; and managed employee training and development opportunities and customer service.

March 1997 – June 1998 Director of Finance, County of Prince George, VA As the County's Chief Financial Officer, my responsibilities included; payroll, accounts payable and general ledger, for both County and schools; prepared annual and capital improvements budget and revenue projections; maintained all County debt and assisted with the securing financing of debt; served as liaison for external auditors; supervised Accounting Clerks, Departmental Secretary and Computer System Administrator; responsible for the Human Resources function including Administering Employee Benefits program; maintained and monitored all County grants information; responsible for making presentations to Board of Supervisors and other groups as necessary; served as liaison between county departments and Federal and State agencies; worked very closely with County Administrator obtaining funding for debt services projects; re-engineered the County-wide information system (UNIX) to become more efficient and user friendly to all departments; attended meetings for County Administrator; and served as the county's representative on the Comprehensive Management Team.

April 1995 – March 1997 Accounting & Budget Officer, County of New Kent County, VA As the County’s Chief Financial Officer, I was responsible for: payroll, accounts payable, purchasing, utility billing, general ledger, procurement and the liaison for the external auditors; prepared annual operating and capital improvements budget and revenue projections; responsible for Human Resources including employee benefits; responsible for the County's information system; attended Board of Supervisors meetings; liaison between county departments as well as Federal, State and local agencies; assisted County Administrators with the School Board budget and the implementation of Pay for Performance Plan; and re-engineered the Information System to become more efficient.

August 1992 – April 1995 Finance Officer, Louisa County Louisa, VA As the County's Chief Financial Officer, I was responsible for: payroll, accounts payable, purchasing, general ledger, procurement and the liaison for the external auditors; prepared annual operating and capital improvements budget and revenue projections; responsible for Human Resources, including employee benefits and related processes; responsible for County's Information System (AS/400); attended Board of Supervisors meetings and served as liaison between county departments as well as Federal, State and other local agencies; and assisted County Administrators with the School Board budget; and implemented the purchase order system.

September 1991 – August 1992 Tax Collector, Department of Taxation, Richmond, Virginia As Tax Collector, my duties included collecting delinquent state taxes using civil legal action involving both written and oral communications. Analyzed state tax returns and supporting schedules. I prepared written confirmation on offers in compromise, ability to pay, and partial payment plans. Also prepared tax returns and issued tax liens. I ensured that taxpayers complied with the income tax laws of Virginia by reviewing tax returns through compliance programs in accordance with Federal Law. Researched taxpayers' history to identify and correct tax errors and computer tax penalty and interest.

City Manager Accomplishments (Petersburg, Virginia)

Organizational Development  Created a city-wide strategic action plan for all seven departments.  Established bi-monthly leadership team / departmental meetings.  Recruited and hired outstanding leadership talent.  Assisted with the improved relationship between the City and Virginia State University  Assisted with the improved relationship between the City and Fort Lee

Economic Development:  Provided leadership and partnered with Southside Regional Medical Center to complete a $10 million state- of-the-art Medical Arts Pavilion.  Collaborated with HealthSouth Rehabilitation Hospital to complete the 3rd expansion, making it the largest HealthSouth operation in Virginia.  Provide leadership to Franklin Development Group for the expansion of the former Brown & Williamson complex by adding an additional 115 market rate apartments and converting 163,000 square feet into commercial space.  Begin renovation on the former Butterworth’s building.  Provide leadership and support for the demolition of the old Holiday Inn at exit 52.  Processed and approved plans for thirteen new businesses and developments.  Capital Improvements Program adopted for fiscal years 2013-2018.  Comprehensive Pan update began with completion in Spring 2014.

Community Development  Improved and expanded the YMCA After School swim program and summer camp.  Created a new HVAC for Centre Hill Museum.  Built new sidewalks, tennis and basketball courts.  Opened the Petersburg Freedom Support Center.

Finance, Purchasing and Risk Management  Reduced revenue anticipation note by $1 million dollars.  Received the Excellence in Financial Reporting from the Government Finance Officers Association.  Preventable accidents by city employees dropped 72%, savings over $132,000.  Created the city’s first Information Technology Division.  Created and launched the city’s website, providing user-friendly and informative platform for citizens and employees.

Human Resources  Updated the city’s Employee Policy and Procedure Manual.  Created and completed an Employee Training Needs Assessment Survey.  Established a Volunteer Program.  Established a Task Force to launch and monitor management of the new Volunteer Program.

Museums and Visitors Services  Received grants totaling $752,000 for restoration and conversion of South Side Depot into a visitor contact station for Petersburg National Battlefield.  Sponsored and held the first annual “Week of Wonder History Camp” for youth.

Public Works, Utilities and Transit  Started the first curbside recycling.  Improved traffic flow and major cost savings by removing signal lights from ten intersections.  Awarded a grant that was used to purchase four new buses

Social Services  Launched Common Help, an on-line application for citizens applying for Social Services Benefits.  Provided leadership for a collaborative partnership with Petersburg Schools to help prevent chronic absenteeism.  Launched a Safe Sleep educational campaign to prevent sleep-related infant deaths.

Hispanic Liaison Department  Held a meeting and sponsored an Immigration Reform Forum with Mexican Embassy officials.  Sponsored the first ‘How to Buy a House” seminar.

Petersburg Office on Youth  Provided the required resources to serve a 78 youth between the ages of 14 to 21.  Provide the required resources that helped 88.9 % participants between 18-21 increase the literacy rate.  Provided the required resources for 43 youth to participate in the summer employment program.

Professional, Board and Civic Affiliations:

Past: Big Brothers/Big Sister Program, Member Kappa Alpha Psi Fraternity, Athletic Director Glen Lea Youth Football Association., Board Member Boys and Girls Club of Richmond, Senior Executive Institute Alumni Committee Member, Virginia Local Government Management Association Board Member, Board Member Richmond Ambulance Authority, Board Member, National Forum for Black Public Administrators, Georgia City/County Managers Associations, Leadership Metro Richmond (2002), Board Member Jesse Draper Boys and Girls Club, International City/County Managers Association, ICMA credential manager and Captain of the Hampton University Men's Basketball Team.

Present: Chairman, Riverside Regional Jail Authority. Chairman, Crater Youth Care Commission, Board member Appomattox Water Authority, Board member South Central Wastewater Authority, Executive Board member of Virginia First Cities, Board member Virginia Local Government Managers Association. Former national board member for the National Forum of Black Public Administrators.

REFERENCES: Provided upon request.

Resume of Scott M. Lambers 12905 Cedar St. Leawood, KS 66209 (913) 897-4926

Career Objective: To continue my professional development in the field of Urban Management

Education:

University of Kansas, BA Psychology, 1978

Texas A&M University, MS Psychology, 1980

University of Kansas, MPA Urban Management, 1982

Work Experience:

City of Leawood, Kansas – City Administrator – 2001 – present The City of Leawood, population of 34,000, is located in the Kansas City metropolitan area on the Kansas/Missouri stateline. Leawood is an upscale suburban community with a well- educated citizenry. The City has a AAA bond rating from Moody’s. The City’s operating budget is approximately $60 million with 260 full-time employees. My primary responsibility in Leawood was to continue the current level of economic growth with an emphasis on quality of life amenities. The City has received numerous accolades during my tenure as City Administrator. Most recently, in 2017, Leawood was voted the “Third Best Small City in America”. Also in 2016 and 2017, Leawood was ranked the Number 1 “Safest City in the State of Kansas”.

City of Ottawa, Kansas – City Manager – 1993-2001 The City of Ottawa is a full-service City with a population of approximately 12,000 in east central Kansas. Ottawa has a stable financial environment through the revenues of its electrical, water and wastewater municipal services. The downtown area is in a state of flux as some businesses thrive and others come and go. It is home to Ottawa University which provides an important base of college students to its economy. The primary focus of my responsibilities during my tenure was economic development to expand the City’s tax base and population.

City of Chowchilla, California – City Administrator – 1988-1993

The City of Chowchilla, population 7,000(when I was there) is located in the central valley of California about 40 miles north of Fresno. It is an agricultural area consisting of wine vineyards and a variety of nuts and fruit orchards. It is one of only three cities in Madera County. Although a relatively small population was in the city limits, it served as the point of commerce for neighboring unincorporated communities. The City was essentially self-sufficient and provided numerous municipal services. My primary responsibility was to complete two major annexations for the City to control the zoning and development of the properties. One annexation was for industrial purposes and the other was for a golf course surrounded by single family residences. The two annexations more than doubled the size of the town.

City of Overland Park, Kansas – Assistant City Manager – 1987-1988

The City of Overland Park is located in the Kansas City metropolitan area adjacent to Leawood. When I was Assistant City Manager the population was 100,000. My primary responsibilities were the preparation of the City’s Capital and Operating budgets. I was also responsible for coordinating the City’s Federal legislative program.

City of Overland Park, Kansas – Assistant positions – 1981-1987 I started my career in City Management as an Administrative Aide. During the following years I received several promotions leading up to Assistant to the City Manager. My primary responsibilities were the City’s State legislative program, responding to constituent complaints and request for information, being the staff person for the Johnson County Council of Mayors (the Mayor of Overland Park was the permanent Secretary/Treasurer)and preparing the Governing Body and City Manager’s annual budgets.

Outside Interests: Traveling with family, fishing, hunting and camping

References: Provided upon request

John D. Lawson 1218 Arrowood Drive, Pittsburgh, PA 15243 314-299-9772 [email protected] Page 1 of 3

PROFESSIONAL SUMMARY

 Executive Leader & Manager with substantial experience in matrix operations and strategic human resource / human capital planning.  Advanced skills with PowerPoint, Excel, Word, Outlook, Viso and Publisher.  Working experience with SharePoint & MS Project.  Develop customer service protocols for project managers regarding cross functional communications.

RELEVANT PROFESSIONAL EXPERIENCE

NATIONAL ENERGY TECHNOLOGY LABORATORY, Pittsburgh, PA Oct 2016 – July 2017 Deputy Chief Operating Officer (GS-0340-15) Senior non-executive management official within a National Laboratory of the Department of Energy, employing 1500 FTEs at 3 national laboratory campuses located in Pittsburgh, PA; Morgantown, WV and Albany, OR with programmatic satellite office in Houston, TX and Anchorage, AK. Provided support to the Chief Operating Officer with decisions on technical, business and administrative matters that affect the Laboratory Operations Center; allocated major resources within NETL, both budgetary and personnel, through delegation to subordinate organizations of Facilities Operations, Information Technology, Business Integration, Science & Technology Career Management, Human Resources and Equal Employment Opportunity.  Functionally served as the NETL Chief Human Capital Officer supervising and administering the service level agreement to the DOE Office of Science & Energy Human Resource Shared Service Center. Developed programmatic guidance for Human Resource programs maintained outside the service level agreement. o Lead management official for the revision of NETL Human Resource Directives (HR Programs Policy & Procedure)  Payroll certifying official for all laboratory operations employees.  Worked intimately with Chief Counsel & Legal Operations on labor relations matters and other environmental or general matters that had potential to expose the laboratory to substantial liability.  Principal management representative and negotiator for 3 organized locals of AFGE. o Member of the Department of Energy Labor-Management Forum  Provided strategic planning and operational expertise in Human Capital Planning, Strategic Operations Planning and Community Outreach/STEM Education.  Daily interaction and strategic planning with Senior Executive Service (CXO) members to ensure continuity of operations, human resources and national security of NETL’s fossil energy research mission were maintained.  Directed and guided the accession and onboarding of 29 federal employees in 45 days.  Provided oversight of contracted site support services valued in excess of $50M.  Developed FY17 budget request in excess of $800M in concert with other Laboratory Center executives with over $200M dedicated to laboratory operations.

GENERATION 2 PROJECT MANAGEMENT, LLC, St. Louis, MO Mar 2012 – Oct 2016 Owner Provided contractual services with regard to Human Resource Operations, Business Operations, Legal Management, General Management Consulting, Leadership Consulting, Higher Education Curriculum Development and Federal Government Project Management.  Obtained HUBZone & Disabled Veteran Owned Business Certifications with the Small Business Administration.  Advised several small and solo law firms on an ad hoc basis and engaged in teaming agreements with tier 1 Federal contracting firms.

MIRACORP, INC. (DEPARTMENT OF VETERANS AFFAIRS), St. Louis, MO May 2014 – May 2015 Program Manager Program Manager contracted with the Department of Veterans Affairs, responsible for managing costs and analytics for over 1300 continuing education programs.

John D. Lawson 1218 Arrowood Drive, Pittsburgh, PA 15243 314-299-9772 [email protected] Page 2 of 3

 Led a contractor team that developed & validated operations procedures, change management & work flow, collectively consisting of over 5000 continuing education events throughout the United States valued at over $39M.  Led the development, measurement and review of Human Resource Executive level (Employee Continuing Education) annual strategic goals and objectives, ensuring clear alignment among each department within the 300,000+ full time employee organization. Including developing the approach, governance and coordination among department leaders.  Develop customer service protocols (EMAP, CRM tool) for project managers regarding cross functional communications.  Collaborate with VA Executives (Presidential appointees) to establish priorities of personnel training and detailing precise budgetary thresholds for large scale training events.  Commended for exceptional service delivery by American College of Healthcare Executives VA Regent.

THE DRISCOLL FIRM, P.C., St. Louis, MO May 2013 – Oct 2013 Interim COO / Firm Administrator Growing personal injury firm focusing on mass tort claims within pharmaceutical product liability vertical. Provide leadership and strategic guidance to attorneys and staff. Directly accountable for firm P/L and supervision administrative functions while focusing on process standardization & improvement, resource management and metric analysis of the firm through use of direct reports and specialized contractors.  Development of Complete Business Needs Analysis.  Development of New Client Call Center.  Operations Process Improvement – Client Intake.

STANGE LAW FIRM, LLC, St. Louis, MO Feb 2011 – Mar 2012 Director of Operations Directed Human Resources, Business Operations, Financial / Payroll Operations, Billing, Marketing, Information Technology and accountable for the firm P/L. Provided leadership and direction to project teams to assist in navigation and completion of tasks. Serves as a point of escalation for critical project issues requiring a high degree of expertise and/or discretion to ensure timely resolution. Projects Managed:  Implementation of Comprehensive Billing & Case Management Software.  Development of Customer Service Center.  Integrated Telephony / Information Technology System.  Human Resource Policy and Procedure Study / Program Implementation.  Strategic Human Resource Scaling Plan to support rapid operational expansion and footprint.  Attorney / Paraprofessional Productivity Analytics.

PMSG, LLC (DEPARTMENT OF THE ARMY), St. Louis, MO Feb 2009 – Feb 2011 Program / Project Manager Small project management consulting company engaged with the Department of Defense and Fortune 100 companies. Managed and led organizational support functions with a team of military, contractor and civilian personnel for the Post Deployment Health Reassessment Program – Individual Ready Reserve, U.S. Army.  Supplied corporate and government executives with sound counsel ensuring operational success and program integration  Design overall project approach and governance to include project plan, design, change management, resource needs and timeline.

UNITED STATES ARMY Nov 2000 – Nov 2011 Commissioned Officer Assignments throughout the United States and Globally Rank at Discharge: Captain (Promotable) (O-3), Secret Security Clearance (Expiration Oct 2022) Military Occupational Specialty: Armor Officer (19A); Human Resources Officer (42B) Appointed as a Captain in the Active, Reserve and Individual Ready Reserve components of the United States Army interfacing primarily with senior executive staff and senior officers.

John D. Lawson 1218 Arrowood Drive, Pittsburgh, PA 15243 314-299-9772 [email protected] Page 3 of 3

 Functionally specialized in Operations & Human Resource Project Management for over 10 years in a strong deadline oriented environment. o Completed the Army Adjutant General Officer Advanced Course (Human Resource Operations Management) three years ahead of peers. o Selected for promotion to First Lieutenant and Captain ahead of peer group. o Selected for promotion to Major in the Individual Ready Reserve (Inactive Reserve).  Successfully completed the following global operations impact projects/programs by planning and implementing multiple competing tasks concurrently at an enterprise level. o Program Manager – CONUS Replacement Center Officer Development Program (HR & Operations centric, non-technical). . Led, through influence of non-organic directorates as well as owned assets, the deployment of 500 individual subject matter experts to 36 contingency operations across the world. o Senior Project Manager – Personnel Policy Guidance Human Resource Revision (Global HR Operations policy guidance manual, non-technical). . Led the strategic development of the human resource operations policy guidance that impacts global military operations across all major Department of Defense and State Department organizations. o Project Manager – Operation Hammurabi Phase 1 -3 (non-technical). . Influence and collaborate with host nation (Iraqi Government Officials) to rebuild judicial infrastructure and security of facilities. . IMPACT Award of the Army Commendation Medal in relation to the project by the Brigade Commander. o Senior Project Manager – Small Unit Deployment Validation Training (non-technical). . Successfully trained company sized units through 125 specific mission critical training objectives in less than 6 months to qualify for wartime deployment.

EDUCATION

BA – Political Science Southern Illinois University – Edwardsville, 2003

MA Coursework Completed – Human Resource Management Liberty University

Army Officer Basic Course – Operations Management, 2004 Army Officer Advanced Course – Human Resource Management, 2007 12 MBA Credits Awarded (ACCET) United States Army Officer Education System

PROFESSIONAL DEVELOPMENT & CIVIC ORGANIZATIONAL MEMBERSHIPS

American College of Healthcare Executives Association of Legal Administrators Veterans of Foreign Wars

Raymond C. Lee III, M.P.A

7403 Southbend Dr. Amarillo, TX 79119  (214) 532-0410 (cell)  [email protected] Profile ______A public administrator with a successful and progressive 11-year track record of professional managerial work experience and accomplishments. Poised and competent with the demonstrated ability to easily transcend cultural and value differences and a keen understanding of the needs of stakeholders.

Professional Skills Summary ______

 Budgeting/Financial Management  Politically Astute  Infrastructure Management  Drainage Utility Operations  Solid Waste Operations  Transportation Operations  Recruitment/Hiring  International Organization for Standardization  Compensation Analyses (ISO)  Procurement  Contract Management  Strategic Planning  Performance Measures  Project Management  Department Training  Program Development /Implementation/Evaluation Education ______ UNIVERSITY OF KANSAS– Lawrence, KS  HENDERSON STATE UNIVERSITY -Arkadelphia, AR Masters of Public Administration, 2011 Bachelor of Arts in Public Administration, 2006 Publication ______

 “Reflections of an Early Career Professional,” ICMA Public Management Magazine, July 2013, p. 23.

Teaching Experience ______

Texas Tech University – Center for Public Service - Certified Public Management Program (FALL 2017)  Developed and implemented class curriculum, designed to provide local government public management, and nonprofit organizations management on practical management skills, best management practices and performance measurement and program implementation and evaluation.

Professional Experience ______Rigorous work history (11 years) of producing accurate and timely work to executive team in six (6) departments: Public Works, Street Services, Library Services, City Secretary’s Office, Human Resources and Risk Management. Has demonstrated the ability to be flexible, versatile and maintain composure under pressure and high profile projects. Has shown to be resourceful and a quick master of new tasks. Diplomatic and tactful with all levels of staff and elected and appointed city officials with excellent team-building skills.

PUBLIC WORKS DIRECTOR – CITY OF AMARILLO (FEBRUARY 2016 – PRESENT)

 Responsible for the design, inspection, administration, and coordination of public improvement projects, including streets, alleys, storm sewers, landfill expansions. Responsibilities include street, alley and drainage maintenance and repair, solid waste disposal and collection, fleet services management, record keeping, cost estimating and budget preparation and management. Must also organize, plan, schedule and monitor activities of six City departments (Drainage Utility, Fleet Services, Solid Waste Collection & Disposal, Street Services, Traffic Engineering, Traffic Operations).

1 of 5 Raymond C. Lee III, M.P.A

o Reviews and approves budget appropriations for the five departments. o Reviews and approves revenues and expenditures. o Establishes and updates capital budget recommendations. o Establishes and monitors plans of overall daily operation of the five departments. o Coordinates and directs activities of the five departments with other divisions and between departments within the division. o Makes field inspections of department activities and facilities. o Prepares reports and recommendations for various changes and/or improvements to department operations. o Plans and implements improvements in operational policies. o Monitor staffing levels and equipment inventories in relation to service levels. o Establishes and updates long-range goals and objectives. o Establishes criteria for prioritization of work tasks. o Attends staff meetings, various professional organizations’ meetings, and participate in various board or committee meetings to keep abreast of statewide and nation-wide trends and innovations in activities and functions of the departments in the division. o Provides primary source of technical advice and direction to the Department Heads in the division. o Oversees employment of the Department Heads in the division and recommend or approve salary levels for all employees in the division within guidelines of the City’s pay plan. o Determines needs to be addressed by special studies and programming funding for a private consultant or assignment of the study to City staff. o Approves pricing and contract terms at the department level. o Recommend contracts to the City Commission. o Answers citizen complaints and authorizes remedial action.

ASSISTANT DIRECTOR – CITY OF DALLAS STREET SERVICES (APRIL 2015 – JANUARY 2016)

Roles & Responsibilities (Report to the Director):  Plans, directs and provides executive management for the Service Maintenance Area which includes assigning and reviewing performance of subordinate managers and supervisors; (five (5) managers and indirectly supervise two-hundred (200) field employees) oversees financial and budgetary management with an annual division budget of $11 Million. Operations review, administrative direction, and quality control of departmental programs, functions which include routine maintenance and repair activities such as pothole repairs, small asphalt repairs, storm water inlet cleaning (storm drainage), guardrail maintenance, and maintenance of unimproved streets and alleys. In addition, provides roadside drainage maintenance, mowing, street sweeping (downtown only) and litter removal from city-owned surplus property and floodway management areas to ensure effective departmental performance.

o Reviews budget allocation, employee assignments, objectives, and performance of subordinate managers and supervisors. Recommends changes to Director, and makes reassignments of resources o Coordinates programs and resource allocations with department executives, and executives in other departments o Monitors progress of service delivery elements through procedures and strategies to accomplish timely and effective utilization of available services. o Evaluates and analyzes monthly management reports to make budgetary recommendations and to make strategic decisions o Reviews and approves personnel actions including hiring, training, performance evaluations and other personnel actions to ensure productivity and quality standards are maintained o Manages and coordinates special research requests and coordinates responses to the City Manager or City Council to provide accurate and timely results

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Raymond C. Lee III, M.P.A

o Oversees administration of the department including department's operating budget; recommends changes to Director to resolve budgetary problems o Identifies areas of quality management to enhance productivity through improved work procedures and practices, improved communication and accountability o Represents the City at local, state and national organizations and at professional activities to maintain the image of the City and to create public support for departmental programs o Supervises through subordinate staff the hiring, training, performance evaluations and other personnel actions to ensure productivity and quality standards are maintained.

MANAGER III – CITY OF DALLAS STREET SERVICES CONTRACTS, FINANCE, INSPECTIONS (OCTOBER 2013 – APRIL 2015)

Roles & Responsibilities:  Supervise twenty-two (22) employees responsible for inspections, analyses and evaluation of construction work plan projects, analyses and evaluation of processes and procedures pertaining to Fleet Management and Contract Management for Street Services programs  Supervise additional two (2) employees responsible for applying herbicide throughout the City of Dallas  Division budget preparation ($10 Million), projections, cost allocations and monitors all financial transactions  Plans, prepares, or oversee the preparation of periodic and special reports  Analyze Fleet and Contract Management processes and develops appropriate business methods for this Division  Oversee the implementation and evaluation of division surveys  Oversee the planning, development and operations of special projects as assigned  Oversee special investigations, internal audits and research studies  Participate in the development of guidelines, procedures, policies and monitors compliance with policies  Participate in the preparation of management and productivity reports, and studies  Coordinate programs and resource allocations with department executives, and executives in other departments  Monitor progress of service delivery elements through procedures and strategies to accomplish timely and effective utilization of available services  Responsible for the Division ISO Processes  Contract Management and Administration for 4 contracts totaling around $8 Million  Coordinator for the MOWmentum Program that allows citizens to enhance public medians and rights-of- way with vegetation and irrigation systems.

INTERIM PROGRAM MANAGER – CTIY OF DALLAS STREET SERVICES (JANUARY – OCTOBER 2014) Reported to the Assistant Director and provided management oversight for the Service Maintenance Areas, Fleet/Equipment and Contracts.

Roles & Responsibilities:  Supervise five (5) managers and indirectly supervise two hundred (200) field employees with an annual division budget of $9.7 Million. This division is responsible for the routine maintenance and repair activities which include pothole repairs, small asphalt repairs, storm water inlet cleaning (storm drainage), guardrail maintenance, and maintenance of unimproved streets and alleys. In addition, provides roadside drainage maintenance, mowing, street sweeping (downtown only) and litter removal from city-owned surplus property and floodway management areas.

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Raymond C. Lee III, M.P.A MANAGER II – CITY OF DALLAS STREET SERVICES FLEET & CONTRACT COMPLIANCE MANAGEMENT- (APRIL 2012 – OCTOBER 2013)

Roles & Responsibilities:  Supervise sixteen (16) employees responsible for inspections, analyses and evaluation of processes and procedures pertaining to Fleet Management and Contract Management for Street Services programs.  Division budget preparation, projections, cost allocations and monitors all financial transactions  Plans, prepares, or oversee the preparation of periodic and special reports  Analyze Fleet and Contract Management processes; develop effective and efficient business division methods  Oversee the implementation and evaluation of division surveys  Oversee the planning, development and operations of special projects as assigned  Participate in the development of guidelines, procedures, policies and monitors compliance with policies  Participate in the preparation of management and productivity reports, and studies  Oversee special investigations, internal audits and research studies  Coordinate programs and resource allocations with department executives, and executives in other departments  Monitor progress of service delivery elements through procedures and strategies to accomplish timely and effective utilization of available services  Responsible for the Division ISO Processes  Contract Management and Administration for 4 contracts totaling around $10 Million  Coordinator for the MOWmentum Program that allows citizens to enhance public medians and rights-of- way with vegetation and irrigation systems.

BUSINESS MANAGER – CITY OF DALLAS LIBRARY SERVICES (MAY 2010- APRIL 2012) A member of the Executive Team and reported to the Director and provided management oversight for the Business Office. Roles & Responsibilities:  Supervise eight (8) employees responsible for the analyses and evaluation of processes and procedures of the Business Office  Departmental budget preparation ($20 Million), projections, cost allocations and monitors all financial transactions of 27 library locations  Responsible for the Library Enterprise Fund (Bookends) and Endowment Funds  Plans, prepares, or oversee the preparation of periodic and special reports  Participates in the evaluation of library staffing levels and general human resource management actions  Oversee the implementation and evaluation of library surveys  Analyze Facilities/Capital Bond Unit procedures and develops method of tracing projects and streamlining procedures for handling the multiple action requests for this Unit  Participate in the development of guidelines, procedures, policies and monitors compliance with policies  Participate in the preparation of management and productivity reports, and studies  Oversee special investigations, internal audits and research studies  Coordinate programs and resource allocations with department executives, and executives in other departments  Identify areas of quality management to enhance productivity through improved work procedures and practices, improved communication and accountability.

(Sabbatical Leave to complete MPA Degree May 15, 2009 – May 19, 2010)

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Raymond C. Lee III, M.P.A SENIOR EXECUTIVE ASSISTANT – CITY OF DALLAS CITY SECRETARY’S OFFICE (JUNE 2008 – MAY 2009) A member of the Executive Team and reported to the City Secretary and managed the day to day operations of the department.

Roles & Responsibilities:  Provided Administrative and Technical support to the City Secretary  Assisted City Secretary in responding to Mayor, Council, Boards and Commissions, and citizens concerns  Departmental budget preparation, projections, and cost allocations  Departmental procurement of resources  Planned, prepared, and oversaw the preparation of periodic and special reports  Maintained City Secretary website and updated information; developed technology plan for the department  Developed administrative procedures, standards, and methods  Coordinated projects through contacts in city departments and private organizations  Planned and coordinated special and administrative assignments and programs  Assisted the City Secretary in general human resource management actions.

Executive Recruiter/Labor Hiring – CITY OF DALLAS Human Resources Department (June 2006 – JUNE 2008) A member of the Executive Team and reported to the Director of Human Resources and managed the day to day recruiting for executive/senior level positions, non civil service professional positions, and laborers citywide. Roles & Responsibilities:  Compensation analyses for executive/senior level positions, non civil service professional positions, and laborers citywide  Provided Contract Management and Administration for outsourced HR Services  Served as the Administrator of NEOGOV applicant tracking system  Provided resume review and candidate screening for position vacancies  Identified executive search firms and coordinated contractual agreements along with administrative actions  Provided and completed project management assignments  Consistent compliance with all city procurement policy procedures  Coordinated all travel and hotel accommodations for candidates and reimbursements  Administered various Administrative Actions for citywide programs  Administered price agreement contracts and requisitions to insure city and state law compliance  Screened, interviewed and hired laborer applicants for positions with the City of Dallas.

Organizations ______

 International City/County Management Association (ICMA)  National Forum of Black Public Administrators (NFBPA)  American Public Works Association (APWA)

Professional Development ______

 Graduated from the Executive Leadership & Development Institute (North Texas Chapter NFBPA)  Texas Leadership Institute for Public Works Projects from Start to Finish (TML)  Budget, Tax Rate and Audit Workshop (Texas Municipal League)  Municipal Engineering Fundamentals for Non-Engineers (University of Wisconsin)  ICMA Annual Conference Attendance  APWA Annual Congress Attendance

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Ari Levin 7933 Astral Ave, Las Vegas, NV 89149 • Office:702.363-9709 Cell: 702.460-0745 •[email protected]

PROFILE Provide complex and sensitive management and programmatic support to large departments; oversee assigned administrative support functions including budgets.

• Chief of Operations, using both qualitative and quantitative analytics to identify potential issues, and resolution recommendations, with prioritization and deployment of business process improvement initiatives across the organization.

Employment History

JOLON Productions: April 2010 - Current Vice President of Government Affairs

• General Manager and full public affairs and government responsibilities for companies: P& L, administrative staff, executive staff, and strategic planning process. • Supervision of over 250 direct reports, and over $8 million in budgets. • Chief Lobbyist, and Head of International Protocol for all cultural events, labor, real estate, and business developments and negotiations for the City of Las Vegas, and the State of Nevada. Lobbyist for international government relations with: Vice Premiers, Ministers of Culture, Consulate Generals. • Serve as director of protocol for all interactions by the Governor, Lt. Governor and Mayor or his representatives with foreign dignitaries and domestic officials of prominence. • Coordinating all hospitality, and logistics, and providing briefings on customs and cultural details • Coordination with the international trade team, plan and execute trade missions and other international travel by high level dignitaries and public officials. • Provide guidance to the diplomatic and consular community on City-related issues, including responding to emergency situations involving foreign nationals • Act as the City representative on major projects affecting city government, serve on various external boards and commissions of other agencies to ensure the City's interests are represented. • Work with all state, federal and local agencies, as well as, industry groups on programs, legislative issues, and workforce development. • Executive Producer sixteen years in a row of CinemaCon and ShoWest, working directly with all major movie studios and celebrities. • Coordinate with County departments, Legislative staff and other entities efforts to develop and enact proposals for County-sponsored legislation and/or budget proposals at the Federal and/or State levels.

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• Chief negotiator for all labor and union negotiations and grievances, on the local and national level. • Developed communications for global awareness programs, print circulations, community awareness and national advertising campaigns and media plans. Tropicana Hotel and Casino: October 2005 - April 2010 Corporate Director of Government Affairs and Entertainment

• High-level executive at hotel, full P&L responsibility for more than ten different departments, over 150 direct reports, and over $10 million in annual budgets. • Director for five regional properties encompassing Las Vegas, Reno, Laughlin, and Atlantic City. • Brought the 2007 NBA All-Star Game to Las Vegas • Negotiated and arbitrated all labor and union Collective Bargaining Agreements and grievances. • Worked with state and federal legislators, prepares letters, testifies before legislative committees and meets with Legislative members and staff to advocate County positions on State and Federal legislation and budget proposals

HBO “Taxi Cab Confessions”: July 2000 - December 2002 Director of Government Affairs and Public Relations

• Redeveloped city’s taxicabs, their advertising, and community and public awareness. • Worked with state, federal and local agencies, as well as, industry groups on programs, legislative issues, workforce development on problem solving issues

Star Trek: The Experience (Paramount/Viacom Corporation): February 1994 - July 1998 Director of Government Affairs and Entertainment

• Total project over $75 million dollars. • Coordinate with local, state, and federal governments (including City Council and City agencies) as needed, on relevant events with international aspects not involving the Mayor • Negotiate with all local, state and federal governments and officials • Complete creation and implementation of all ecommerce applications, including websites, social media, and sales driven ecommerce initiatives. • Managed, directed and trained over 450 employees. Interviewed over 3000 applicants a day.

EDUCATION Master’s in Public Administration (3.7 GPA, 2010) University of Oklahoma Pi Alpha Alpha National Public Administrators Society Royal Shakespeare Company 1992 Stratford- upon-Avon, England Bachelors 1990 (Deans List) Arizona State University, Tempe

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Gary M. Luebbers Phone: 435-628-1413 206 Painted Hills Drive, Ivins, UT 84738 Email: [email protected]

CAREER SUMMARY

Over twenty years of experience as a city manager in three cities ranging in population from 60,000 to 145,000. My specific experience in these positions includes:

• Operations Management and Planning • Staff Development • Financial Management & Budget • Sustainability Programming • Strategic Planning & Implementation • Labor Relations • Culture Transformation & Value Definition • Economic Development • Development Process Improvement • Major Public Facility Building • Enhanced Community Communications • Service Delivery Innovation Programs

I have considerable experience in leading organizations through significantly challenging programs, projects, and internal operations. I have created strategies to cure the serious deficiencies in internal operations. Created nationally recognized financial solutions and public works infrastructure development programs (Sunnyvale Works). Fostered relationships built on trust and transparency with residents, elected officials, and City staff.

RELEVANT LOCAL GOVERNMENT EXPERIENCE

City Manager, City of Sunnyvale, CA 2008-2013

Sunnyvale is a city in the heart of the Silicon Valley with 145,000 residents with a daytime population that swells to 300,000 with the influx of employees. The majority of this influx are employed with several major tech firms including Apple, Yahoo, LinkedIn, Microsoft, and NetApp.

Primary Responsibilities and Duties:

Chief Executive Officer of a municipal government agency with near 1000 employees and a total budget of $300 million. Oversight responsibility for 10 functional departments including: public safety (combined police and fire), finance, community development, public works, human resources, workforce development, environmental services, community services, and library, information technology, and the office of the city manager.

• Preparation of the City's annual operating and capital budgets. • Labor relations and contract negotiations with 6 bargaining groups. • Media representation with both print and on air sectors to include one on one interviews, press releases, and on air appearances. • Implementation of policy as set forth by the City Council. • Manage the day to day operations of the City. • Identify and recommend solutions to problems rising to the City Council level.

Resume of Gary Luebbers Page 2

• Advise and recommend long range strategies to ensure operation and financial long range stability. • Represent the City with local, regional, and state agencies.

Achievements:

• Developed and implemented the Sunnyvale Works program. It was a local stimulus program meant to take advantage of a failing economy during the “great recession” The result was the completion of over $100 million of public infrastructure construction and improvement including roads, bridges, bicycle and pedestrian pathways, and park improvements. Designated California Public Works Project of the Year.

• Managed the budget during that same period to avoid any layoffs. Sunnyvale was the only city in Santa Clara County to achieve that priority management objective.

• Garnered a Moody’s AAA financial rating, one of only 8 such designations in the State of California.

• Created an employee development program to include a succession planning element. To date 2 city managers and 2 assistant city managers advanced through the program to these positions in other cities

• Negotiated with a major developer to build a severely needed fire station and training facility in a recently developed area of the City.

• Negotiated the turnover of Onizuka Air Force Base from the U.S. Air Force as part of the DOD base closure program.

• Attracted the City's first institution of land dedicated by different higher learning through a complicated use of land dedicated for use to private and public agencies.

City Manager, City of West Jordan, UT 2000-2008

West Jordan is a City of 105,000 located in the Salt Lake valley.

Primary Responsibilities and Duties:

• Responsible for the day to day oversight of the city's operational functions; developed the annual budget. • Implemented all policies developed by the City Council and recommend long range financial, long-range planning, and service delivery model. • Media relations, staff development, community engagement, employee relations, and intergovernmental relations. financial management, and measured high quality service delivery Resume of Gary Luebbers Page 3

Achievements:

• Entirely rebuilt the senior staff necessitated by the purge resulting from a scathing civil grand jury report addressing the overall management of the City that was conducted prior to my arrival.

• Authored a total restructuring of the annual budget and compensation plan.

• Planned and completed the construction of three state of the art fire stations, a 100 acre main park, a new police and courts facility, a 50 acre regional lighted baseball facility, and negotiated a joint use agreement for a new Salt Lake County main library facility.

• Oversaw from the West Jordan City perspective the development of the two million square foot commercial development including retail, financial, and tech center components.

• Created the plan to allow for the development of several thousand acres of space to include all public infrastructure development and facilities, and implemented the City Council approved master plan for private development of the land.

• Implemented the City's first code enforcement program.

• Introduced strategic long range planning

• With the engagement of the City Council, succeed as challenged on my arrival in making West Jordan relevant in the region from an economic and political perspective.

City Manager, City of Redlands, CA 1993-2000

Primary Responsibilities and Duties:

Oversight of the day to day operations of the City, the management of the annual budget, labor relations, staff development, and implementation of voter approved land use referendums.

Achievements:

• Selected by the Southern California Association of Governments as one of the agencies five most livable cities.

• Improved the use of City facilities to enhance service delivery and save $100 in operational expenses.

• Received the National League of Cities top award for the “Utilization of Volunteers” in the community policing category.

• Implemented a three year budgeting process and subsequent budget plan.

Resume of Gary Luebbers Page 4

OTHER PROFESSIONAL EXPERIENCE

United States Air Force Officer

EDUCATION

Master’s of Public Administration, University of Southern California Bachelor of Arts, Business Administration (Cum Laude), Culver-Stockton College

PROFESSIONAL DESIGNATIONS AND AWARDS

Lifetime Member of the International City Manager Association U.S. Air Force Contracting Officer of the Year La Habra Boys Club Volunteer of the Year

Michelle Malanga, MPA, CCRP, CHRC

235 East 22nd Street, 14K New York, NY 10010 Telephone: (917) 699-6649 email: [email protected]

PROFILE:

Experienced in clinical research management with certifications in both clinical research (CCRP) and clinical research healthcare compliance (CHRC). Expertise in healthcare and research compliance, site management and hospital/clinic research development, contracts and budgets. Well-versed in CMS and FDA rules and regulations. In-house monitoring of clinical research studies for hospital systems. Management experience included training of staff, protocol preparation, grant writing, SOP preparation and compliance oversight of programs in urban and rural communities. Committed individual with excellent communication and problem solving skills. Capable of adapting to changing environments. Specialization in clinical research budgeting and contracts. Knowledge of FDA regulations and Good Clinical Practice across multiple clinical specialties.

Key Skills:  Certified Clinical Research Professional-CCRP  Certified in Healthcare Compliance- CHRC  Trained in coordinating and designing clinical protocols.  In-depth knowledge of FDA regulations  CRA protocol monitoring.  Excellent hands-on clinical ability and knowledge of disease processes.  Expertise in Oncology, RECIST, Data Safety & Monitoring; Pediatric Oncology; Neonatal; Phase I-IV Drug/Device Studies.  Database skills in CTMS-InfoEd, Study Manager, Google Docs, SharePoint, Velos and EPIC  Strong Science background, skills, and knowledge for utilization in science and grant writing

Achievements:  Police Officer - retired N.Y.P.D. Honorable Discharge – Awarded Officer of the Month 7- time.  Bronze Medal Recipient Police Olympics  Baruch Executive MPA Alumni Spotlight  NYU Team Achievement Award  HMA, Inc. Corporate Recognition of Achievement  Cleveland Clinic Certificate of Distinguished Recognition

EXPERIENCE:

09/03/2014-11/06/2016 Columbia University Medical Center Centers for Lymphoid Malignancies Compliance & Regulatory Management

 Responsible for protocol oversight and submissions to Institutional review Board (IRB), Data Safety Board (DSMB) and Food and Drug Administration (FDA).  Oversees and manages budgets for clinical trials.  Management of research protocols in coordination with faculty and staff.  Facilitates the department’s interactions and collaborations with other departments, outside institutions, and government agencies,  Responsible for ensuring research compliance with internal and external agencies.  Compliance monitors across institutional departments to ensure adherence to federal and institutional guidelines.

06/20/2011-10/08/2013 NYU Cancer Institute Division Radiation Oncology Director, Clinical Research Administration

 Responsible for successfully managing research activities in the Department of Radiation Oncology including budgets and regulatory oversight.  Manages research protocols in coordination with faculty and staff.  Protocol development to ensure compliance and adherence to NCI regulations.  Facilitates the department’s interactions and collaborations with other departments and programs at NYU, government agencies, the private sector, and industry and serves as an experienced expert for faculty regarding the research process.

08/04/2010-06/17/2011 Cancer Institute Clinical Administrative Manager Protocol Review and Monitoring Committee Administrator Mount Sinai School of Medicine Tisch Cancer Institute  Administrator for scientific review and oversight of all cancer related protocols.  Functions as liaison between cancer institute and Mount Sinai School of Medicine faculty in protocol develop and submissions to PRMC review.  Functions in developing CCSG grant and organizing protocol-monitoring system for National Cancer Institute (NCI) - designation.  Oversight of compliance in cancer research protocols.  In-depth knowledge of oncology regulations and science including RECIST criteria, and Cooperative Groups including RTOG.

02/17/2009 to 07/31/2010 Clinical Research Manager New York University Langone Medical Center 2009 Recipient of Team Achievement Award.

 Management of budgets and contracts for industry oncology trials.  Oversight of billing compliance in clinical trials.  Medicare Coverage Analysis for both Industry and NIH- NCI clinical trial budgets.  Creation of billing plans and oversight and negotiation of clinical trial budgets requiring in-depth knowledge of billing practices in both clinic and hospital setting CTMS and hospital billing services.

03/01/2007 –02/15/2009 Corporate Clinical Research Manager 2008 Corporate Recognition of Achievement for Letter of Recognition and Corporate Stock Award

Health Management Associates (HMA) Naples, Florida  Development of Clinical Research programs within hospital and clinics across national hospital system.  Maintains corporate contracts and budgets for research divisions.  Start-up and training of clinical research staff in clinical and hospitals.  In-house Clinical Research associate to monitor study compliance across hospital system  Function as compliance auditor for clinical research programs.  Working knowledge of CMS rules and regulations.  Establish educational meetings and seminars on corporate compliance, FDA regulations, and Good Clinical Practice (GCP) for clinical research.  Work directly with HMA legal division and Compliance Officer on corporate compliance in hospital billing for clinical research trials.

2/2005 -03/01/2007 Clinical Research Manager Physicians Regional Medical Center Medical Surgical Specialists formerly Cleveland Clinic Florida Department of Clinical Research and Education

 Develop protocols, monitor coordinators CRF completion and clinical trial oversight.  Negotiates contract and sets budget.  Work with physicians directly on development of study protocols.  Regulatory management of protocols including IRB submissions.

9/2004-2/2005: Research Study Consultant Baylor College of Medicine Pediatric GI & Nutrition

1997-2004: Clinical Research Study Coordinator/Manager Baylor College of Medicine Children’s Nutrition Research Center. Baylor College of Medicine Newborn Division  Recruit of patients on research protocols and study management.  Analysis of intestinal functioning and interpretation.  Manometric Techniques and Analysis.  Knowledge of feeding strategies in the Newborn including breast-feeding protocol requiring in-depth knowledge of WIC programs.  Utilizing phlebotomy and lab skills for ongoing study.

1995-1997: Research Assistant/Coordinator University of Texas Medical Branch at Galveston Department of Microbiology and Immunology

University of Texas Medical Branch at Galveston Department of Pediatric Infectious Disease

EDUCATION:

2017: Columbia University School of Professional Studies Masters of Science

2013: Master’s of Public Administration Baruch College School of Public Affairs Executive Master’s of Public Administration (MPA) 2009: Master’s Study University of Texas School of Public Health  Environment Health 1994 Bachelor of Science The City College of New York  Double Major; Biology/English  Sigma Xi nomination- Member 1978: New York City Police Academy  Police Officer

Memberships:

. Police Benevolent Association 1982-present . American Association for the Advancement of Science 1995- present . SoCRA Society of Clinical Research Associates 2002-present . Health Care Compliance Association (HCCA) 2007-present

Volunteer:  NYC Police Department  Houston Children’s Deaf Theater  Galveston Texas Flood Relief  Multiple Myeloma Research Foundation Half-Marathon Crew  Mission Society New York City  Coop and Condominium Board Membership

References:  Available upon request. Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

OBJECTIVE: Lead efforts providing support to programs and operational assistance in developing plans, goals and objectives for new and existing projects, creating new opportunities while leading and mentoring employees and create positive community growth.

QUALIFICATIONS: I have more than 23 years of extensive and increasing responsibility to project, planning human resources, personnel and financial management experience. My experience has consisted of 5 years as City Manager for the City of West Liberty, 13 years as Chief Deputy, 4 years as Police Sergeant and 23 years as a successful retired Army National Guard Officer. I have consistently demonstrated my ability to communicate with the public diplomatically and effectively in both domestic and international venues, remain fiscally responsible and manage employees in very complex projects.

EDUCATION: -Drake University, Masters Public Administration, 2017 -Drake University, National Certified Public Manager, a 18 month comprehensive management program focused on improving performance, economic development and advancing best practice standards for public sector managers, 2015 -Excelsior College, B.S. Public Administration and Management, 2010 -Northwestern University School of Police Staff and Command; 3 month, 9 college credit hour, premier management school for law enforcement executives, 2008

EMPLOYMENT: City of West Liberty, City Manager 2013 – Present My responsibilities include overall management of the City of West Liberty and general accounting of a 12 million dollar operations budget. This includes management of the City Superintendents managing 9 Superintendents over 40 fulltime, and 30 seasonal employees in daily operations of the Financial Administration, Electric Utility, Planning and Zoning, Police, Parks and Recreation, Streets, Solid Waste, Recycling, Water Utility and Waste Water Departments. Reporting to the City Council on matters of general finances and condition of the City with recommendations for improvements. Major construction projects designed and managed consist of $4.1 million Electric Substation and switchgear upgrade, $2 million Waste Water Treatment Plant, $3 million Reverse Osmosis Water Treatment Plant, $3.6 million Street upgrade including water, sanitary & storm water upgrade and 1.5 million dollar recycling & solid waste station.

My primary focus has been to set the city on a positive track to success by correcting several major financial errors, reorganized the current structure of the city and established the need for a new comprehensive plan. Using my experience through partnerships both public and private I created a better quality of life, spending less money in effort to make every proprietary service self-funded.

Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

Accomplishments: • 2018 identified a cost savings of more than $350,000 to the Waste Water Treatment Plant operations and began the transition to a municipal operated plant. • 2017 administered and completed 3.6 million dollar street, water and sewer rehab on one of the city’s main roadway arteries identified as the Maxson St. Project. • 2017 secured funding and implemented planning for 4.1 million dollar Electric Utility upgrade for transformer and switch gear. • 2016 successfully wrote a 1 million dollar grant to the Solid Waste Alternative Program with Department of Natural Resources to build a regional recycling center in West Liberty. • 2015 successfully brought the Electric Utility from a $300,000 cash balance to excess of 1 million dollars setting the City on a positive tract to enter into a revenue bond for a new transformer and switch gear which had not been fiscally possible for over a decade. • 2014 successfully took the Solid Waste fund that was operating in the negative $(750,000) dollars over a 5 year period to a positive fund balance of $400,000 in 2 years. • 2014 overlooking the city’s method of financing a large scale water project already underway, I secured a more conservative model for the city utilizing State Revolving Loan versus the GO bond for water they were on track to use. This kept the city from imminent financial hardship and saving more than $600,000 dollars in alternative options from electodialysis reversal to reverse osmosis. • 2014 established a State Revolving Loan Fund for the Waste Water Treatment plant 2.4 million dollar upgrade which was previously set for traditional revenue bonds. • Established a method to reduce cash contracts by upgrading the system for a thickener process which was previously costing the city hundreds of thousands of dollars annually. This savings helped establish and make payment for the remaining upgrades as well.

City of West Liberty, Police Chief 2013-2014 My responsibilities included managing the daily operations of the Police Department. I was selected to coordinate and streamline the Police Department which was operating with no policy, procedure and no leadership. Identified costly purchasing practices and implemented more effective measures and secured outside funding for mobile computer systems. Reinstituted the Reserve Officer program and hired local officers. I was selected as the City Manager and asked to hire my replacement.

Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

Poweshiek County Sheriff’s Office, Chief Deputy 2001-2013 My responsibilities included managing the daily operations of the Sheriff’s Office, supervision of first line supervisors managing over 35 employees in Patrol, Investigations, E-911 Communications, Jail Divisions and Civil Department with administration of a 2 million dollar operating budget. I conducted job performance evaluations, internal investigations, disciplinary/corrective actions, terminations and hiring. In this position I was the primary to the Sheriff in accounting, preparing and implementing the annual budget. Accomplishments: • Exclusively responsible for working with grants and private foundations, with success in securing and managing over three quarters of a million dollars. Grants funding technology, equipment and special projects to enhance law enforcement efforts. • Solely responsible for developing and training of the Poweshiek County Emergency Response team. • 2006 I was the key component to successfully securing a Local Option Sales Tax and the bonding processes to build a new County Public Safety Center through public education and communication. • 2008 I was principal in designing and developing operations for the new nine million dollar County Public Safety Center project. • As a part of developing the facility in 2009, I was the project manager and responsible for the successful staffing and training of a County Wide Communications effort, merging two dispatch centers into one state of the art facility. The staff was fully operational and trained in the fundamentals of dispatching and jail, opening in the spring of 2010.

City of Grinnell Police Department, 1995-2001 Accomplishments: • Supervisory Sergeant, 2000-2001: Responsible for managing and supervising officers on patrol assignments and implementation of special operation detail.

• Detective Sergeant, Team Leader, Fire Arms Instructor, 1998-2000 Conducted large-scale investigations including forgery, stalking, harassment and burglaries. Warrant Service Entry Team Leader, my responsibility was to manage and train an eight person team to assess and diffuse potentially volatile situations.

• Narcotics Investigator, Poweshiek, Jasper and Pella Drug Task Force, 1997- 1998 I was Responsible for overseeing confidential funds, informants and conducting drug investigations to identify drug dealers and users in a multi- jurisdictional area.

• Police Officer, 1995-1997: Responsibilities included; community policing, responding to calls for service to citizens. Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

United States Military, 1989- Retired July 2015 Top Secret/SCI Security Clearance Captain Military Intelligence, Tactical Intelligence Successful career in both the reserves and active duty with 13 years Enlisted and 10 as a Commissioned Officer serving as primary staff officer to battalion and larger sized elements. I deployed 3 times in support of the Global War on Terror and numerous international assignments responsible for governance projects and intelligence collection and dissemination.

Highlights of my military career was being selected in 2010 as a Staff Officer for a special team designed to mentor and develop government operations in Kunar, Afghanistan the most remote and kinetic environment during this time. The staff was all specially trained in governance and key leadership procedures to sustaining legal large scale government projects providing me an opportunity daily to work with Other Government Agencies and Non-Government Organizations. I assisted Special Investigator General for Afghan Reconstruction in a large scale international criminal investigation resulting in millions of dollars of misappropriated funds. Additional military resume available if requested.

Emergency/Humanitarian Response Team Rubicon Emergency Operation Response Deputy Field Operations Manager State of Iowa 2017 Damage Assessment & Team Leader 2016

Operation Hard Hustle – Houston Texas, Conducted a variety of recovery and relief efforts to include assisting in providing critical damage assessments for follow on action by Strike Teams conducting Light Demolition and Sawyer operations, assisted in Heavy Equipment site surveys and worked on Demo Strike Teams.

Operation Scouts Honor – Ottawa & Naplate Illinois, Conducted a variety of recovery and relief efforts to include assisting in providing critical damage assessments for follow on action by Strike Teams conducting Light Demolition and Sawyer (Chainsaw) Operations, assisted in Heavy Equipment site surveys and worked on Light Demo teams in Ottawa and Naplate, Illinois which were severely damaged by tornados.

Operation Hermes International Emergency Response Team Leader 2016 – Thessaloniki Greece, I was responsible for leading a team of 10 medical professionals to Thessaloniki, Greece to assist and maintain continuity of clinical care for the refugee crisis. As team leader and filling in as project manager for a period of my stay, I assisted in meeting with the Ministry of Health to share the importance of hardened structures and the quality of life by providing daily access to medical services on site for refugees. Diverting a large burden off of the local emergency services which were all recovering from their own Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected] economic crisis. The scope was to provide a sustainable clinical environment and aid in the transfer of authority to another NGO and the Greek Government. The team also (cont.) worked to establish permanent personal and health records to aid the refugees in their transition to and achieve visas for further documentation and travel.

United Methodist Committee on Relief (UMCOR) Team Leader 2013 Lead a team of volunteers to Red Bank, New Jersey to assist with to Hurricane Sandy, Response and Recovery efforts and projects. I was responsible for coordinating with other NGO’s working in the area and organized spontaneous volunteers to streamline services on project sites.

Iowa Army National Guard Disaster Response In 2008 I lead a team responding to the Iowa floods with the National Guard assigned to the community of Columbus Junction, Iowa for all phases of emergency management of Mitigation, Preparedness, Response and Recovery. My team remained on scene after the levy broke causing major damage to homes, businesses and municipal infrastructure displacing many of the towns residents. Our team provided logistic and operational support establishing water purification and aid stations.

In 2005 I was mobilized for Hurricane Katrina with the Iowa Army National Guard as the Operations Officer in Charge for the Rear Detachment supporting all logistic operations for over 300 member response team providing support in Louisiana. In conjunction with Louisiana we established a quick care and relief station at the Iowa State Fairgrounds for displaced disaster families relocated to Iowa.

TRAINING: - Iowa State University Planning and Zoning 2018 - Iowa Municipal Managers Institute Spring Conference 2017 - ICS 200 Single Resources and Initial Action Incident 2017 - ICS 800 National Response Framework 2017 - Iowa Municipal League of Cities 2016 - Iowa Municipal Managers Institute Spring Conference 2016 - Employment Law 2016 - Iowa Municipal Managers Leadership Summit, 2014 - Electronic Systems & Engineering, 2014 - Municipal Leadership Academy, 2013 - Iowa League of Cities Municipal Budgeting Session, 2013 - FBI Fraud Prevention for Business Owners, 2013 - Leadership Conference 2013 - Iowa Police Chiefs Executive Training Conference, 2012 - Missing Children Seminar for Chief Executives, 2011 - US Secret Service Principles of Protection, 2011 - Negotiating Labor & Management Contracts 2008 - Spanish for Law Enforcement 2008 Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

- Military Intelligence and All Source Tactical Intelligence School 2005 - Principles of Labor Negotiations 2005 - Poweshiek Leadership Program, 2004 - Reid Interview and Interrogations Certified 2000 - First Line Leadership 2000 - Basic Narcotics Investigations 1998 - Iowa Law Enforcement Academy, Certified Peace Officer 1995 - FAST and Naval Special Warfare Operational Support Training 1991 - Instructor certifications -Anti-Terrorism/Force Protection -Southern Florida Training Academy High Risk Entry & Emergency Response - Ethics and Human Rights Instructor

HONORS: - Bronze Star recipient, Operation Enduring Freedom 2011 - Combat Action Badge, Operation Enduring Freedom 2011 - Bronze Star recipient, Operation Iraqi Freedom 2007 - German Armed Forces Proficiency Badge, German Army 2006 - Commendation Letter, State of Iowa, DVA/SAC 2006 - Commendation of Valor, City of Grinnell, 1998 - Commendation of Valor, City of Chania, Crete Greece, 1993 - Commendation, Flag Officer Operation Desert Storm 1991

MEMBERSHIPS: - Council for International Visitors to Iowa Cities (CIVIC) - International City & County Managers Association - Iowa Municipal League of Cities - Iowa Municipal Managers Institute - Rotary International, Member - Team Rubicon USA & International Disaster Response - United Methodist Committee on Relief, Disaster Reconstruction Team Member - Iowa Police Chiefs Association - Iowa State Sheriff’s and Deputies Association Legislative Committee (past) - Veteran’s Commission, City of Grinnell appointed by the Mayor, Past President

Lawrence W. McNaul 1239 Country Heights Lane West Liberty, IA 52776 (641) 990-4785, e-mail address: [email protected]

REFERENCES:

Craig Bargfrede Email: [email protected] PH. 515-783-4875 Brigadier General Iowa Army National Guard (RET) Operations Administrator Iowa Department of Transportation 2414 NW Park Meadows Drive Ankeny, Iowa 50023

Russell Behrens [email protected] PH. 641-990-6372 Office 641-236-2666 City Manager Grinnell, Iowa 927 4th Ave. Grinnell, Iowa 50112

Lee Geertz Email: [email protected] PH 319-627-2418 City Clerk/Finance Director, City of West Liberty 409 N Calhoun St. West Liberty, IA 52776

Rachelle L. Karstens, J.D. Email: [email protected] PH. 712-279-5407 Executive Vice President Briar Cliff University 3303 Rebecca St. Sioux City, IA 51104

Michael Alan McNees 5105 S. U.S. Highway 1 Grant-Vakaria, Florida 32949 321-507-3743 [email protected]

Employment History

City Manager – City of Melbourne, Florida – 02-2013 to present. Full service coastal city with a year-round population of 80,000 and daytime pouplation more than double that, a staff of 900 full time equivalent (FTE) employees and a budget of $200 million. Commercial center for the Space Coast’s aviation, technology, defense and aerospace industries with corporate headquarters of Harris Corporation and major presence of Northrup Grumman, Rockwell Collins, GE and many others. Siginficant economic development work including expansions of both Northrup Grumman and jet manufacturer Embraer S.A., including negotiations that led to one of the largest corporate expansion announcements of 2016 with Melbourne chosen as site for design of the new USAF long range bomber. Incident Commander for emergency response. Also manage three Commmunity Redevelopment Agencies.

Interim Chief Executive Officer – USA Track and Field. 09/2010 to 05/2012. 100,000 Member National Governing Body. Assumed full duties of CEO during protracted Board- conducted CEO search, including contract negotiations (i.e. contracts with USOC and Local Organizing Committee for conduct of 2012 Olympic Trials), event development and execution, merchandising, marketing and promotions, Board relations.

Chief Operating Officer – USA Track and Field – 03/2009 to 05/2012. Recruited to serve as #2 executive for USOC-designated National Governing Body for the sport of track and field and road racing, primrily to advance proposed governance and business process reforms. Appointed Interim CEO when the change-agent executive was terminated in 2010, pending selection of new CEO. Duties included strategic planning, programmatic supervision from youth to masters including international teams, budgeting, sponsorship and event development and administration, merchandising, and elite athlete programs including selection and logistics for all USA national teams including Olympic teams. USATF Liaison to USOC, NCAA.

County Administrator – Blaine County, Idaho (Sun Valley area) – 5/07 to 3/09. First appointed CAO for 2400+ sq. mile county, population 23,000. Annual budget $26 million.

City Manager - City of Sarasota, Florida (Population 54,000) – 9/01 to 1/07. Chief Executive Officer for the “Best Small City in America” (Money magazine, 2000) with 800 FTE and a budget of $140M. Executive Director of Downtown Community Redevelopment Agency, overseeing $1 billion in redevelopment over 3 years, including negotiation of development agreements. “Special Award for Courage in Communication” from the FCCMA for “City Manager’s Blog”: srqcm.blogspot.com

Michael A. McNees – Page 2

Employment History - continued

Board of County Commissioners - Collier County FL - 8/84 to 9/01. 2000 sq. mi. county contains much of both Everglades National Park and the Big Cypress National Preserve, among fastest growing in the nation for 80’s and 90’s.

Chief Operating Officer/Assistant County Manager - 9/95 to 9/01. Responsible for all day-to-day operations under Board of County Commissioners (1400 employees, budget $611 million). Authority on hiring, salary administration and discipline issues; large-scale special projects. Responsible for recommendations to County Commission on all debt- related issues. Also served as:

− Interim County Manager – 1/97 to 6/97 and 11/99 to 3/2000.

− Acting Emergency Services Administrator – 5/99 to 5/01. Management of countywide EMS system, Emergency Management, Helicopter Operations, and two dependent fire control districts.

− Acting Transportation Administrator – 5/00 to 9/00.

− Utilities Administrator – 2/94 to 9/95. Senior manager of 200 employee, 75,000 customer water and wastewater utility.

− Management and Budget Director – 10/89 to 2/94.

− Utilities Finance Director – 4/86 to 10/89

− Administrative Assistant to Utilities Administrator – 8/84 to 8/96

Comptroller, West Coast Windows, Inc. - Naples, FL – 4/83 to 2/84

District Manager - Internorth, Inc. (Northern Propane Gas Co.) Naples, FL – 2/80 to 4/83 Profit center responsibility for propane gas distribution and service operation.

Graduate Assistant Track Coach, Louisiana Tech University – 9/77 to 12/79 Supervision and training of all sprinters and hurdlers, approximately twenty student-athletes.

Education and Training

• MBA, Management, Louisiana Tech University, Ruston, 1979 • AB, Chemistry, Indiana University, Bloomington, 1977 (Big Ten Track Champion, 1977) • FEMA Incident Command System and National Incident Management System Certifications • Center for Creative Leadership - “Leadership Development Institute” • Graduate - Advanced Government Finance Institute, Government Finance Officers’ Association

Michael A. McNees – Page 3

Professional, Community Activities

Current • Member International City Management Association • At-large member, Board of Directors, Florida City-County Management Association • Member, Center for Ethics and Leadership, Florida Tech University • Board of Directors, United Way of Brevard County • Team Captain, Space Coast Runners Racing Team

Previous • Board of Directors Running USA. Trade Association for the running industry • Delegate – 2011Congress of the International Association of Athletics Federations, Daegu, South Korea • Delegate – 2011 Pan American Athletics Congress, Guadalajara, Mexico • Team Leader, Team USA, 2011 IAAF World Outdoor Championships, Daegu, South Korea, and 2012 IAAF World Indoor Championships, Istanbul, Turkey • President, HealthCare Sarasota (self-insurance pool/healthcare services buying consortium) • Sarasota Bay Estuary Program, Management Committee Chair • Committee for Economic Development, Sarasota County • Sarasota Downtown Partnership Board of Directors • Founding Member, Sarasota Actors Workshop • Advisory Committee for the Masters Program in Public Administration, Florida Gulf Coast University • Four-term President, Naples Players Inc. – One of 10 largest community theaters in the U.S. Completed successful $6.8 million capital campaign and construction of two-auditorium theater complex in the heart of downtown Naples. • Board member and 1st Vice President, Children’s Advisory Board, Big Brothers/Big Sisters of Collier County • Member Florida Association of Counties, Administration and Finance Technical Advisory Committee • Associate Instructor, Management Principles for various colleges, including Edison Community College and Barry University • Volunteer Varsity Assistant Basketball Coach, Lely H.S., Naples, FL – 5 years

Personal Interests

Running, acting, guitar, scuba, fishing, boating, bicycling, skiing, mountaineering, rock climbing, basketball.

PO Box 612 Accomac, Virginia 23301 757-709-3645 (cell) [email protected]

ELAINE K. N. MEIL

OBJECTIVE City Manager Position at the City of Naples

PROFESSIONAL  Obtained $9.6 million in federal, state and local grants to build a world class broadband network HIGHLIGHTS & on the Eastern Shore of Virginia. Directly oversaw the administration of $6.8 million in grants. Coordinated all legal and staff support to the Accomack Board of Supervisors & Northampton SKILLS Board of Supervisors to create the Eastern Shore of Virginia Broadband Authority (ESVBA). Oversaw the first contractor of the ESVBA and, upon the organization’s readiness turned over new grants to their oversight and continued to assist as needed in a support role. Currently serving as the Chairman of the ESVBA and, in that capacity, oversaw the transition of Executive Directors. Supported the Executive Directors, using my Geographic Information System skills, in strategically planning the expansion into residential service in a phased approach that will ultimately include just under 1/3 of all addresses on the Eastern Shore of Virginia using operational revenues from the network.

 Manage a $1.1 million annual operating budget, familiar with GAAP Audits, required annually from one of two cognizant federal agencies, Annual Indirect Cost Allocation Plans, responsible for ensuring the Commission receives monthly financial reports including additional information requests and detailed discussion of expenditures, contracts, and procurement for projects.

 Oversee between $6 million and $11 million in client services and construction projects annually.

 Responsible as chief executive for four entities that deliver regional services and projects: Accomack-Northampton Planning District Commission (A-NPDC) and the Accomack- Northampton Regional Housing Authority (both subdivisions of the Commonwealth of Virginia), the Accomack-Northampton Development Corporation (a 501c3 corporation that holds the A-NPDC offices, parking lot, and building maintenance reserves), and the Eastern Shore of Virginia Housing Alliance (a 501c3 corporation that provides affordable housing and maintains the Community Housing Development Organization designation).

 Responsible as chief executive for over ten single purpose Limited Liability Corporations for the purpose of providing Low Income Housing Tax Credit funded multifamily housing apartment complexes.

 Oversee Four Department Heads. A-NPDC has a staff complement of fifteen.

 Added 68 new affordable housing units, constructing a new 24 unit complex presently, obtained the funds and land to construct another 24 unit complex and have completely renovated 44 of the 117 units that were preexisting upon my promotion to the Executive Director position.

 Directly managed the retrieval of $500,000 in an unpaid loan upon my promotion as Executive Director. The loan proceeds make up the entirety of the A-NPDC Revolving Loan Fund. Personally developed and coordinated adoption of a loan fund policy, instituted an underwriting program and trained a staff person to manage the loan pool. Today, it has two loans originally made for $420,000 in good standing with no missed payments. One of the companies has hired approximately ten employees and been in operation for over five years.

 During Hurricane Sandy, a privately owned apartment complex called Sea Breeze Apartments were undermined by floodwaters from the Chesapeake Bay. Northampton County evacuated the low income residents during the storm. At the urgent request of Northampton County, while my home was completely surrounded by floodwaters, personally coordinated a USDA waiver to allow residents to move into vacant units being held for renovation at William Hughes Apartments. Offered all affected residents housing and permanently housed approximately half of the residents allowing the county to close their shelter quickly.

EXPERIENCE ACCOMACK-NORTHAMPTON PLANNING DISTRICT COMMISSION ACCOMAC, VIRGINIA Executive Director January 2008 – Present Director of Planning September 2005 - January 2008 Regional Planner January 2004 – September 2005

VIRGINIA DEPARTMENT OF EMERGENCY MANAGEMENT RICHMOND, VIRGINIA Emergency Management Coordinator Summer 2002 – December 2003

FOUNDATION ENGINEERING SYSTEMS NEWPORT NEWS, VIRGINIA Project Geologist February 2001 – Spring 2002

ENVIRONMENTAL SYSTEMS & TECHNOLOGIES BLACKSBURG, VIRGINIA Assistant Scientist II Fall 1999 – September 2000 Assistant Scientist I February 1999 – Fall 1999

EDUCATION VIRGINIA COMMONWEALTH UNIVERSITY RICHMOND, VIRGINIA 2001-2004 MASTERS OF URBAN AND REGIONAL PLANNING

VIRGINIA POLYTECHNIC INSTITUTE AND STATE UNIVERSITY BLACKSBURG, VIRGINIA 1995-1999 B.S. GEOLOGICAL SCIENCES – GEOPHYSICS

REFERENCES UPON REQUEST

Page 2 J. MICHAEL MOORE 7000 SW 58 Street - Miami, Florida - 33143 305-613-7456 – [email protected] Profile: A highly motivated leader with a strong work ethic and 29 years of operational, administrative and leadership experience that is “hands on”, able to conceptualize and absorb information quickly and develop successful strategies and recommendations. ______

City of Miramar, City Manager’s Office 2014 – Present Assistant City Manager, Operational Services

. Exercise oversight and responsibility over the administrative, development and operational activities of the Police, Community and Economic Development, Public Works, Utilities, Parks, Construction and Facility Maintenance, and Marketing and Public Relations Departments. . Direct, plan, integrate and evaluate the work of the Departments; with subordinate department directors and managers, develop, implement and monitor long-term plans, goals and objectives focused on achieving the City's mission. . Recommend, to the City Manager, operations, programs, projects that should be initiated, deleted, modified. . Direct the development of policies and procedures while determining standards to evaluate the effectiveness of Departments' management and operations. . Direct and participate in the development of the operating budgets, emphasizing sustainability and efficiency. . Interact with Department Directors and staff to coordinate, plan and implement activities, projects and issues/events involving all City Departments. . Coordinate the preparation and presentation of new or revised legislation that emanates from, or affects the City. Prepares and submits, to various legislative bodies, reports required by those bodies or as the City Manager may deem advisable. . Represent the City of Miramar and the City Manager to other Governmental bodies, business, civic and resident organizations at various functions, meetings and events. . Assist the City Manager in coordinating/negotiating joint activities with other Governmental agencies and Private Sector companies. . Serve as liaison between the City of Miramar and other municipalities, state and federal government agencies, and other groups and organizations. . Attend City Commission meetings, committee and staff meetings; provides input, assistance and information to Staff, as required . Receive and respond to inquiries, concerns and complaints from City Staff and the Public

Accomplishments: . Increased community involvement by way of community meetings and Operational Department forums, with a goal of obtaining input directly from the residents in their communities. . Implemented new measures to increase customer satisfaction, instituting surveys. . Streamlined administrative functions in all Departments and increased morale across the City. . Reorganized and reduced operating budgets in all Departments utilizing existing staffing and/or private services as feasible. . Developed initiatives to leverage City property and City Impact fees to attract new businesses. . Completed significant capital projects: Police Headquarters, Regional Park Amphitheater, Adult Daycare, and Fire Station 107. . Established initiatives to improve traffic congestion, by working with Broward County, FDOT, and Developers in the City. . Developed initiatives for Economic Development including Residential and Commercial rehabilitation. 1 . Privatized commercial Solid Waste billing, streamlining accounts receivable/payable process and allowing staff to be reallocated to understaffed areas. . Continued Historic Miramar Infrastructure Improvements

City of Miramar, City Manager’s Office 2014 – 2015 Chief Operations Officer

. Analyzed and recommended policies and procedures with strategic goals and proposed innovative approaches to complex issues. . Formulated strategies and administrative recommendations to meet the needs of the residents to assure departments remain mission focused and consistent with City objectives. . Assist with the development and execution of operating and capital budgets; monitored bond and grant financing budgets. . Analyzed budget requests in relationship to City policy and operational objectives. . Analyzed and resolved complex program, operational and policy related problems. . Assisted in the development funding strategy plans for capital improvement programs. . Assisted in the program development and planning for all city events for the community. . Conducted management reviews/process management of departmental organization, operations, and information flow to identify work problems, program deficiencies, and resource waste. . Interacted and communicated with various groups and individuals such as department heads and personnel, subordinates, elected officials, sales representatives, customers, advisory board members, City Commission members, community organizations, news media, school personnel, and the general public.

Accomplishments: . Reorganized and streamlined City Fleet Operations allowing existing staff to absorb contracted work saving the City +-$2M. . Analyzed credit card processing policy and initiated to have processing fees passed back to the customer saving the City $300K. . Consolidated City cell phone service to one provider, reducing costs and streamlining monthly accounts payable process. . Reduced 24-hour vehicle assignments, changed executive packages from City vehicle to vehicle allowances for all new executives. . Instituted monthly labor management meetings with Department heads and City Union . Reduced Purchase Card assignments and Fuel Key assignments to Supervisors and above, increasing accountability.

Miami-Dade County, Department of Public Works and Waste Management 2008 – 2014 - Assistant Director, Operations Content here is the same as Miramar ACM role

. Responsible for operating one of the nation’s largest integrated solid waste disposal systems, consisting of (3) regional waste transfer stations; (3) landfills (Class 1, Class 3, Ash mono-fill) generating $91M in revenues annually; Coordination of all waste to and from the Resource Recovery waste-to-energy facility. . Responsible for an annual operating budget of $51M; all Disposal related financial reporting, planning, budgeting, expenditures, and all supporting non-financial data reporting and regulatory compliance. . Coordination of the operation of the (9) scale-houses which provide the basis for billing of all Department disposal fees. Collection of disposal fees from private haulers, landscapers, municipal waste haulers, and residents. . Responsible for County-wide waste enforcement operations; Commercial/Multifamily recycling outreach and enforcement; all liens and collections for waste violations.

2 . Administrative oversight of (269) employees in Transfer, Landfill, Scale, and Enforcement Divisions located in (12) county facilities. . Oversee operating contracts valued at $9M annually; ensuring work is performed on schedule and within the allocated budget. . Responsible for identifying and justifying Capital Improvements, programing funds, developing work scopes, contract negotiations, and ultimate contract management. . Managed professional and operational production of both large and small teams and sub-contractors, to review and approve payment requisitions, prepare financial, technical, personnel and management reports and conduct field inspections. . Prepared studies and special reports, permits, and liaise with regulatory agencies, consultants, and contractors.

Accomplishments: • Reduced overtime expenditures by more than $1M and reduced FTE’s by 10% as a result of reorganizing work shifts, streamlining operations and eliminating functional redundancies. • Implemented a night shift for transfer hauling operations improving efficiency by more than 40%. • Implemented a “Universal Code Enforcement” process, assumed responsibilities for commercial/multifamily recycling and illegal dumping enforcement, and created a Special Investigations Unit, resulting in an annual savings of $2.1M with no increase in FTE’s. • Implemented an automated scale system increasing efficiency and customer satisfaction while reducing FTE’s. • Implemented material sorting procedures at Landfill and Transfer facilities resulting in reduced land filling and new revenues and from scrap metal, white goods, and mattresses. • Implemented (2) satellite sites for Administrative Court hearings; resulting in increased accessibility and Public satisfaction. • Created the Community Service Program utilizing participants with court mandated community hours to provide graffiti removal, litter removal, debris cleanup along the public rights-of-way with no additional resources; providing an estimated 60,000 volunteer hours annually at no additional cost to the Department.

Miami-Dade County, Public Works Department 2004 – 2008 Manager, Contracts and Specifications

. Led a team in the streamlining and efficient integration of the Department’s Capital Construction Contracting process with the county-wide process. . Ensured all pre-award vendor and contract negotiations were sound and fair; Led the development and processing of all capital construction contracts, miscellaneous construction contracts, all change orders, and related contract issues for the Department. . Successfully processed change orders and contract modifications including coordination with the County Attorney’s office and subsequent item preparation and submittal for County Commission approval. . Responsible for the coordination / modification of standard specifications; development of technical specifications and engineering review for each construction contract. . Served as the trusted department liaison to the Office of the County Manager, County Attorney, County Commissioner’s staff, Clerk of the Board, and various other County Departments. . Selected to lead the Administrative oversight of (1) Assistant Manager, (3) Section Heads, (1) Special Projects Administrator, (9) engineers, and (10) administrative support staff. . Consistently demonstrated a proven ability to interpret the requirements of contract documents, including plans, detailed drawings, as well as elevations and sections.

Accomplishments: . Increased workload production by 230% for an annual average of 140+ contracts valued at $300M+. . Demonstrated leadership by increasing employee morale and establishing a competitive and 3 powerful working culture; implemented a customer-oriented philosophy while motivating and providing meaningful opportunities for staff development. . Eliminated all overtime expenditures by support staff and reduced FTE’s by 5% by staggering work shifts, eliminating functional redundancies, and implementing technology improvements. . Directed development of in-house software solution and systems integration to establish a central data center utilized for production scheduling functions, help desk resources, and a data source for internet/intranet site information.

2000 – 2004 Road & Bridge Superintendent

. Managed the roadway maintenance and storm water drainage sections with a combined operating budget of $9.3M dollars. . Supervised capital contract projects to include project planning, scheduling, inspection, and payments. . Responsible for budget preparation, reporting; annual inventory control; employee performance evaluations; creation of technical and engineering specifications; material purchases; contracts for compliance and efficiency, preparing payroll, attendance, overtime, and employee progressive discipline reports. . Lead team of (65) employees including (4) Supervisors and (3) Inspectors providing maintenance to over 5,500 miles of roadways and 140,000 storm drains.

Accomplishments: . Increased productivity by establishing operations at remote field offices to maximize the efficiency and effectiveness of available resources. . Reduced overtime expenditures by more than 50% . Combined functions by implementing route optimization and planning . Reduced full time employee count by 30% as a result of streamlined operations.

Miami-Dade County, Aviation Department 1996 – 2000 Facilities Superintendent

. Managed the Department’s Public Works section, Signage & Pavement Marking section, and the Domestic and International Waste Disposal Facility with a combined operational budget of $15M. Staff included (52) positions with (8) supervisors. . Lead and managed budget, staff, and resources responsible for maintenance operations at Miami International Airport and (6) General Aviation Airports to include all parking lots, roadways, runways, taxiways, and aircraft parking areas. . Managed the 24 hour / 365 days per year International and Domestic garbage disposal operation to include multi-million-dollar contracts for dumpster/container service and wood pallet recycling services. . Directed all aspects of the Public Works and Signage/Pavement Marking sections to include the maintenance of all landside roadway infrastructure and airfield infrastructure, including contracts for security fencing, landscape/tree trimming contractors. . Managed Capital Contracts for construction and maintenance of roadways, guardrails, concrete aircraft pads, taxiways, runways, and fencing.

Accomplishments: • Implemented a computerized work order tracking system and routine maintenance program to effectively maintain the Department’s facility assets. • Established operational protocols for waste services on the airfield to reduce the impact to flight operations. • Implemented employee cross-training programs to increase the flexibility of staff, effectively reducing overtime expenditures related to shift coverage. 4 . Implemented saving plans such as combining small civil projects into large outsource contracts; negotiated new waste hauling contracts for recyclable materials, and established partnerships with youth training organizations.

1992 – 1996 Public Works Supervisor I 1990 – 1992 Landscape Supervisor I 1989 – 1990 Semi-skilled Laborer

______

Education: B.S., Bachelor of Science; Major: Professional Administration, Barry University A.A., Associates Degree, Business Administration, Miami Dade College ______Certificates & Licenses: . Miami-Dade County Supervisor Certificate . O.S.H.A. Compliance Certificate . Miami-Dade County, Structural Engineering Certificate (Prior) . FAA - Private Pilot’s License . University of Florida, TREEO - Certified Landfill Operator (Prior) . University of Florida, TREEO - Certified Transfer Station Operator (Prior) . Solid Waste Association of North America Certified Manager of Landfill Operations (Prior) . Six-Sigma Green Belt Certified

5 Ben Newhouse 1111 N. Poplar Fork Road, Hurricane, West Virginia 25526

(304) 741-4878 [email protected] ======

PROFESSIONAL WORK EXPERIENCE

City of Hurricane 2005-Present

In my current position as City Manager for the City of Hurricane, West Virginia, I oversee various departments including police, administration, maintenance, street, water, wastewater, storm water, code enforcement, housing inspection and demolition. The city has a population of approximately 7,000 residents and approximately 300 businesses. I oversee a $10 million per year budget with 80 employees. Some of my responsibilities include the oversight and operation of the wastewater and water plants, personnel/human resources, finances, budgeting, forecasting, insurance, equipment, loss prevention, grant writing, and fund raising. I work in unison with many other agencies to provide resources to various residents such as housing rehabilitation, recreation, education, economic and community growth. My goal is to advocate for a stronger community through family and business development by understanding and utilizing all assets to enhance our standard of living. Community benchmarks and objectives are developed to ensure growth and stability throughout the City. Community and economic initiatives are developed to heighten awareness, viability and sustainability in the region.

To quantify my success at the City, the following statistics have been accomplished due to my ability to secure grant funds, financing and refinancing equipment and improvements and to evaluate service related contracts to provide more income to the City:

1. Housing rehabilitation-Over 300 homes have been rehabilitation in the community by securing $160,000 in grant funds, which in turn reinvested more than $2 million to local vendors and residents. Vendors benefitted from the workcamps with all material, supplies and other needs purchased locally. Workers resided in the community from across the United States to fix structural problems for homes across the region. Significant investment has been made to many seniors, low-income and handicapped individuals with the free housing rehabilitation.

2. Grants-Many grants have been secured to purchase equipment and improvements such as energy efficiency, police equipment, computers/laptops and community enhancements. Approximately, $200,000 has been secured for lighting improvements, solar panels, and external insulating finishing system (EIFS). Funding in the amount of $100,000 has been granted for police vests, shotguns, and in-car cameras and computers. Recreation funding was also gained during my tenure with over $1 million provided from various agencies. Various projects include sidewalks ($900,000) and trail development at the city park ($100,000). Ben Newhouse

3. Contractual-What I consider to be one of my greatest accomplishments is the ability to identify, evaluate and resolve service contracts to benefit the City and its workers. Hiring local contractors, vendors and employees has always been a top priority. Coupling with the hiring of local companies and residents, savings were gained by ensuring reliability and maintaining a high level of consistency within the workplace. It is estimated that over $500,000 has been saved by evaluating competitors and price to strengthen the City’s financial status while providing enhanced service for our employees and residents.

4. Financial-Approximately $1 million has been saved by the City by refinancing projects such as Main Street building and improvements, city vehicles and water/wastewater loans/bonds. All financial instruments have been evaluated and restructured to apply to fiscal budgets and garner savings for the City. Many loans were consolidated to give terms that would provide greater flexibility for various departments. Having flexibility is crucial based upon varying revenues and expenses that could be experienced in future years.

5. Community Development-Several projects have been established and completed during my tenure. A few projects that have been significant and been fortunate to obtain grant funding has been the Sprayground ($250,000) and the new bridge ($350,000) that are located at the Hurricane City Park. The sprayground has provided a free water park for children in the community for the past 5 years. Approximately 100,000 children and family members have utilized the sprayground in the past five years. The new bridge was recently constructed to provide a new two-lane access into the city park. A new pedestrian bridge is planned for the Spring of 2017 to accompany the new bridge.

Upper Kanawha Valley Enterprise Community (UKVEC) 1998-2005

After serving as Community Development Specialist with the West Virginia Development Office, I was hired as the Executive Director of the Upper Kanawha Valley Enterprise Community (UKVEC). Our mission was to assist with community and economic development efforts to an area that had a federal poverty rate of 25.1%. Several projects were initiated and completed by the UKVEC, but the development of the business incubator served as a pivotal accomplishment to retain and expand jobs in eastern Kanawha and Fayette Counties. The incubator was a substantial achievement due to its creation of new jobs, community connectivity, and available training space. I attended many trade shows to illustrate West Virginia and attract businesses to the state as well. I worked in conjunction with the West Virginia Development Office, Upper Kanawha Valley Economic Development Corporation, Charleston Area Alliance and the West Virginia University Institute of Technology. This role also offered me the opportunity to rehabilitate 700 homes at no cost for area residents, $1 Home Purchases with Habitat for Humanity and demolition of blighted buildings were some of the other projects our Ben Newhouse

organization worked collaboratively with other non-profits in the area. Some of the other community agencies that I worked with in the Upper Kanawha Valley included Cabin Creek Health Clinic, Starting Points, Kimberly Community Center, Southern Appalachian Labor School, East Bank Community Cupboard, Cabin Creek and Lower Paint Creek Watershed Associations.

Following are some of the funding secured for various projects:

1. Business incubator-$1.5 million was secured for the business incubator in Chelyan that established offices for small businesses, entrepreneurs and other non-profits. Over 50 jobs were provided through the use of the incubator. Various community programs and meeting space were provided from the restoration of the former elementary school into an incubator.

2. Approximately 200 computers were refurbished and distributed to low-income residents to strengthen their family’s technology in their homes for educational attainment. Computers were provided by American Electric Power (AEP) and improved with new software and hardware.

3. Through Group and REACH Workcamps, 700 homes were rehabilitated for an investment of almost $3 million in the Upper Kanawha Valley. Again, the housing rehabilitation was provided at no charge to residents. The initiative behind the many weeks of workcamps was to orient out-of-state visitors with the community with the hope that they would return to West Virginia for tourism or other purposes.

West Virginia Development Office (WVDO) -U.S. Housing and Urban Development (SCBG) (1992-94) -U.S. Department of Energy (1994-96) -Appalachian Regional Commission (ARC) (1996-98)

1992-1998

After graduating from West Virginia Institute of Technology with a Bachelor of Science in Accounting, I worked for the West Virginia Development Office (WVDO) in three divisions. Initially, I started with the Energy Efficiency Office, progressed to the Small Cities Block Grant office, and concluded with the Appalachian Regional Commission. For almost seven years, I was with the West Virginia Development Office. I worked extensively with other economic and community development agencies in many areas of West Virginia. These agencies include public service districts, counties, regional councils, regional development authorities, cities, and businesses. Some of the projects I was involved in included small business expansion, energy efficiency, alternative fuels, infrastructure, education, and health care.

Ben Newhouse

EDUCATION

Masters in Strategic Leadership (2005). Mountain State University - Beckley, WV

Bachelors in Accounting with a Minor in Business and Computer Management (1992). West Virginia University Institute of Technology – Montgomery, WV

Community Development Certificate (1996). Central Arkansas University – Conway, AR

Economic Development Certificate (1994). University of Kentucky – Lexington, KY

PROFESSIONAL AFFILIATIONS

Habitat for Humanity Rebuilding Together Cabin Creek Quilts Charleston Area Alliance United Way-Putnam County Committee Putnam County Chamber of Commerce-Education Committee Putnam County Solid Waste Authority Hatfield-McCoy Recreational Trail Authority Natural Capital Investment Fund (NCIF) - Freshwater Institute EnAct BridgeValley Foundation Hurricane Development Authority United Way’s Program Services Advisory Committee Upper Kanawha Valley Starting Points Regional Intergovernmental Council Arts in Action BB&T Community Reinvestment Act Advisory Board Generation Putnam Micro Enterprise Development Association (MEDA)

VOLUNTEER INVOLVEMENT

Coach-For the past 25 years, I’ve coached various athletic teams including; baseball, flag football, high school and middle school soccer, girls volleyball and track Portfolio-Assisted by reviewing resumes and portfolios for area high school students to better prepare for a collegiate career by assessing their personal skills during an interview process. Additional assessment was provided to the student to determine their financial aid, curriculum and schedule to assist with future success in a college setting.

LARRY M. NEWSOM 1211 South Flagler Avenue Flagler Beach, Florida 32136 (678) 877-6348

WORK HISTORY Summary {City of Flagler Beach, Florida}, {January 4, 2016 – Present}

I manage a reasonable budget of 16 million dollars to included, police, fire, facilities, public works, library, parks and recreation, budget and finance, human resources, building, planning, engineering, city clerk and an additional utility budget for sanitation, water, and waste water operations. The short term success is implementing financial strategies to compensate for a small amount of operational and capital dollars. I have had success with legislation in 2016, 2017, and 2018 for additional appropriations of $700,000 for funds for drainage and needed improvements for our waste water treatment plant. I have also received $800,000 for additional drainage needs from the St Johns Water Management District.

Flagler Beach was impacted on October 7, 2016 and September 11, 2017 with Hurricane Matthew and Irma. With my experience in Emergency Management practices before, during, and after each event Flagler Beach has recovered with 80% reimbursement from Matthew and pending funds from Irma. With my following long work history with the government process I have the skills to ensure a local agency will continue to move in the direction the local elected officials and citizens wish. I have a great relationship with local, state, and federal staff and political figures that shall be helpful in securing needed assistance be it financial or policy.

As a lifelong resident of Milton Florida, I would to return to my home town to help make a difference.

WORK HISTORY Summary: [November 4, 2014]

Based on nineteen years of dedicated service to Escambia County citizens, staff, administration, and Board of County Commissioners, I will first identify my positions held starting in 1997, and then follow with more defined descriptions of each position and level of knowledge and management skill required.

1997 – 2014:

1. Engineering Department Survey Crew (1997)(Hourly $7.83) 2. Engineering Department Neighborhood Traffic Manager 3. Engineering Department Division Chief Traffic and Transportation 4. Engineering Department Deputy Manager Traffic and Planning 5. Bureau Chief Traffic Operations/Economic Development/Governmental Affairs 6. Interim County Administrator 7. Interim Assistant County Administrator 8. Assistant County Administrator 9. Acting County Administrator 10. Assistant County Administrator 11. Interim County Administrator 12. Assistant County Administrator (2014)(Hourly $55.64)

There is a noticeable turnover (two years) with the Administrator position and as a longtime resident of the Escambia/Santa Rosa area I chose not to apply for the County Administrator position until I obtained 20 years of service. However, it is clear to me that with recent changes with Escambia County Administration and the Resume, Milton Larry M. Newsom May 22, 2018 Page 2 of 8

Board it is time look at other opportunities within the region. I have managed budgets in excess of $400 million in general fund dollars, $350 million in capital dollars, as well as structuring bonds and other financial strategies to ensure a strong county foundation. My skill and experience with State and Federal legislation, BP Oil Spill/RESTORE, Disaster Management and Emergency Operations, Transportation and Grant Dollars, Economic Development, Corrections Operations/Site selections, will be of great value to any agency.

Departments/Operations Managed:

• Budget and Finance • Parks and Recreation • Economic Development (EDATE) • Transportation • Public Works and Roads • Engineering • Libraries • Environmental Services • Solid Waste/Landfill Operations • Corrections/Probation/Jail Operations

• Administration • Community Redevelopment Operations • Community Services/Neighborhood Centers • Public Safety/Fire-EMS/ 911 Operations • Public Information Operations (PIO) • Public Transportation (ECAT) • Community Transportation Coordination • Para-transit/ADA/Medicaid Transportation Services • Emergency Management Operations/Incident Command • Human Resources

As the Past Chief of Traffic Operations, Interim County Administrator, and Assistant Administrator I have had the opportunity to direct, manage projects, and coordinate many activities listed below. Also, with many of the identified projects I created financial partnerships with the Florida Department of Transportation (State and District Secretary) and Federal Highway Administration bringing over 40 million additional dollars to Escambia County:

• Nine Mile Road 4-Lane Capacity Project • Burgess-Creighton 4-Lane Extension • Pinestead-Longleaf 4-Lane Corridor • Blue Angel Parkway 4-Lane Capacity Project • Sorrento Road 4-Lane Capacity Project • Olive Road Corridor Improvement Project • Gulf Beach Highway Corridor Improvement Project • Langley Avenue/Tippen Ave/9th Ave Improvement Project • Jail Master Plan/Site Selection • State and Federal Lobbyist • State and Federal Delegates/Grants and Appropriations • RESTORE/Deep Water Horizon/BP Oil Spill • Federal Stimulus Program (ARRA) Resume, Milton Larry M. Newsom May 22, 2018 Page 3 of 8 • NW Florida Regional Planning Council • FL-AL Transportation Planning Organization (TPO) • Regional Transportation Planning Organization (RTPO) • Pensacola Chamber of Commence • Transportation Regional Incentive Program(TRIP) • Develop Legislation for Public Private Partnership (3P), Escambia County • Highway 29 Corridor Planning Study • Military Joint Land Use Study • Traffic Concurrency/Dwelling Database • University of West Florida Development Master Plan • Florida Association of Counties • Local Option Sales Tax Referendum/Promotion • Perdido Key and Wedgewood Neighborhood Plan • North End County Zoning/Infrastructure Evaluation • Comprehensive Plan/Land Development Code Evaluation

As Interim County Administrator/Incident Commander I had to manage many unforeseen disasters within Northwest Florida impacting the citizens of Escambia County. I have worked with Governors Charlie Christ

and Rick Scott, State Emergency Management, FEMA, US Coast Guard, FDEP, FDOT, State and Federal delegates to ensure coordination before, during and after each event listed below:

Deep Water Horizon Oil Spill Ice Storm 2014 Train Derailment McDavid Escambia County Flood 2014 Central Booking Detention Explosion

Interim County Administrator (Escambia County) This position replaced two separate Administrators within a three year period (Randy Oliver and George Touart) dealing with normal operations. Additionally, we had to deal with local disasters that required activation of the Emergency Operation Center (Ice Storm, Train Derailment, Flood, and Jail Explosion). This requires acting as Incident Commander during the BP Oil Spill noted earlier. The task is managing the incident with a post financial recovery plan working with the state (DEM) and federal (FEMA) agencies.

Interim Assistant County Administrator/Transportation Bureau (Escambia County) This title/position required direct communication with the County Administrator (Randy Oliver) and Bureau Chiefs to manage day to day operations such as Transportation Planning and Design, Development Services, Management and Budget, Neighborhood Services, Solid Waste, Public Safety, Public Works, Economic Development, Oil Spill Recovery, Growth Management, Marine Resources, Community Redevelopment, Mass Transit, Engineering, Parks and Recreation, and Water Resources. Additionally, I worked with Federal and State Lobbyists, Congressional and Legislative delegates to ensure State, Regional, and Local Policy issues were addressed. I have been assigned to work with Commissioners from all Gulf Coast Counties, Universities, Incorporated Area City Managers, Mayors and Councils, School Superintendents, DEP, EPA, Emergency Management Agencies to Develop a Strategic Plan for Environmental and Economic Recovery efforts.

Interim County Administrator/Transportation Bureau (Escambia County) This position was a result of the release of the existing County Administrator (Bob McLaughlin). This title and/or position required direct communication with Commissioners, Interim Assistant County Administrator to manage policy and operational staff of 1100 employees to ensure annual goals and objectives were achieved. Primary task addressed in the tenure was to balance a $380 million dollar budget, perform as the Incident Resume, Milton Larry M. Newsom May 22, 2018 Page 4 of 8

Commander during the Oil Spill Crisis, Negotiate Union Employee Contracts, initiate strategic financial partnership programs with FDOT District 3 and Escambia County to produce 15 major roadway projects creating over 400 additional jobs, and in excess of 80 million dollars in capital revenues in the area economy. Escambia County will have invested by 2018, 40 million dollars in State roadway projects. There is a local transit initiative established by Escambia County and NAS Pensacola to provide safe responsible transportation program for military staff for direct access to commercial core areas supporting local economy.

Bureau Chief Transportation, Economic Development, Governmental Affairs, ECAT (Escambia County) This title/position was an expansion of Traffic Operations and Transportation to include working with area chambers and economic development groups to prepare local and regional strategies to maintain work force stability and promote new business opportunities through employee and tax incentives and develop financial and growth strategies to include land planning, roadway infrastructure, buildings, rail, transit, inland ports and port access. This position managed state and federal lobbyist annual contracts in regards to Appropriations, Grants, Bill Amendments and Recommended new Bills for action. Met or communicated annually with Congressional and Legislative Delegates prior to each session to discuss issues and requested actions. Past actions of success have included bill adoption of support for a Regional Transportation Finance Authority (RTFA) to proceed with the development of a test pilot project working with FDOT, Regional Planning Councils, and Regional Transportation Planning Organizations. In the newly acquired Escambia County Transit Authority with the Transportation Bureau we implemented direct routes to service NAS Pensacola to downtown Pensacola, Pensacola Beach, Retail Outlets, and Malls with future plans to add or modify routes to attract ridership to all commercial core areas to add stimulus to the local economy. Additionally, we will develop a regional master plan to implement by 2013 to add US 90 and 98 to service from Escambia County to Okaloosa County. This will include Commercial Nodes and Park-n-Rides to reduce congestion and maintenance cost on major commuting corridors.

Manager of Traffic Operations and Transportation (Escambia County)

 This title reports directly to the Assistant or County Administrator with little or no significant changes to operational and fund management requirements. I managed $100 million Transportation Capital Dollars, $2 Million in Operation Dollars. This position required meetings with key County personnel and County Commissioners to ensure 5 and 20 year Transportation Plans meet demands.

Escambia County Planning and Engineering, Deputy Director (Escambia County)

 Supervised the Planning (Growth Management) and Traffic Division, reporting to the Director of Planning and Engineering (County Engineer).  Primary functions were to manage short and long range planning objectives as well as the day-to-day operations of the Planning Department.  These tasks included the oversight and agenda approvals of the Rezoning Hearings, Board of Adjustments cases, Planning Board procedures, and the Growth Management Report.  This temporary position, which lasted 15 months, allowed me the opportunity to gain hands-on experience, and to understand the complex values of the Land Development Code and the Comprehensive Plan.  I became involved with Escambia County’s vision for the future, and learned how the Planning Department is an integral factor in the support and realization of that vision.  During my tenure, even as I learned planning fundamentals, I also became more skilled in my direction Resume, Milton Larry M. Newsom May 22, 2018 Page 5 of 8 of staff and in my communication skills, understanding that these skills are as important as knowledge in meeting goals and objectives.  Planning Projects Administered:

1. Military Joint Land Use Project 2. West Florida University Master Plan 3. Highway 29 Corridor Plan 4. Perdido Key Neighborhood Plan Update 5. Barrier Island Dwelling Unit Monitoring 6. Concurrency Management Data Base 7. North End Zoning Review

Escambia County Engineering, Chief, Traffic Operations and Engineering Division (Escambia County)

 Reported to the County Engineer and managed 12-15 staff members, including engineers, with a general budget (operating and capital) of ten million dollars.  General responsibilities:

o Oversight of traffic signal, operations and maintenance projects. o Oversight of roadway design reviews to ensure conformity to FDOT and FHWA Design specifications and traffic operations requirements. o Planning and implementation of minor and major roadway projects. o Supervision of access management and concurrency review for the Development Review Committee and maintain all associated databases. o Monitor the county roadway striping and street name sign programs, and neighborhood traffic projects.

o Appoint staff as committee members to the Technical Coordination Committee to support the Commission on the Transportation Planning Organization (TPO) to ensure county needs are served by State Transportation Funds. o Oversight of permitting program, which includes construction in right-of-way, no parking requests, recreational block parties, work zone safety review for construction projects, and other roadway activity reviews as required. o Maintain Communications with Local Law Enforcement (Sheriff’s Traffic and Neighborhood Watch Units) to develop community traffic and safety plans.

 Responsibilities also include:

o Establishing a strategic transportation plan and Long Range Transportation Plan (TPO) to address existing roadway deficiencies and future roadway needs o Support of economic development as well as anticipated growth and visions for this county. o Generating new funds (grants) for transportation projects (approximately $10. 8 Million since 10/2005.)

 Transportation Projects Administered: (Large Scale Projects)

o Perdido Key PD&E o Pinestead-Longleaf Corridor PD&E o Sorrento Road PD&E and Design Resume, Milton Larry M. Newsom May 22, 2018 Page 6 of 8

o Beulah/I-10 Interchange Study o Blue Angel Parkway PD&E and Design o Phase I, Regional Beltway o Nine Mile Road PD&E and Design o Olive Road Corridor Study and Design o Burgess-Creighton PD&E and Design th o Langley-9 Avenue PD&E

Escambia County Engineering, Traffic Engineering Division, Engineer I, Neighborhood Traffic Manager (Escambia County)

 Supervised Traffic Calming and Safe Sidewalks for Schools programs.  Met with residents of local communities and neighborhoods to establish a traffic-calming plan.  Reviewed petitions for Traffic Calming Projects, No Parking issues, and other related neighborhood traffic issues.  Conducted traffic investigations to determine particulars of resolutions.  Prepared and conducted traffic presentations to resident groups and the Board of County Commissioners, using Power Point to tailor each presentation for the particular audience at each meeting.  Wrote recommendations and resolutions, which were presented to the BCC for vote.  Reviewed and/or designed construction plans to be submitted to contractors.

 Performed field tests for traffic calming devices with School Board Transportation (school buses) and area emergency response vehicles.

 Training: o Construction and Engineering Fundamentals FDOT Levels I, II, and III o Work Zone Safety (Advanced) FDOT Certifications Signs and Markings Certifications o Transportations and Access Management o Concurrency Management Software

Pittman and Associates, Survey Crew Chief (Escambia County)

 Worked with developers, home builders, and environmental companies.  Performed surveys of: boundaries, topos, road layouts, curb and gutter staking, building layouts, elevation and location of groundwater monitoring wells, and wetland surveys for the Environmental Protection Agency.  All surveying was performed to meet or exceed Florida Minimal Technical Standards.  Equipment used:

o HP 48GX, Surveying Software o Sokkia Total Station/Data Collector o Drafting and Design Software.

Resume, Milton Larry M. Newsom May 22, 2018 Page 7 of 8

Well Data, Inc. Well Logging and Core Analysis, Field Geologist (Florida, Alabama, Mississippi, Texas, Gulf of Mexico)

 Onsite Geologist for Chevron, Exxon, etc., to ensure the interests of investors of oil and gas wells.  Conducted continued oversight for sample analysis, mineral identification, seismic interpellation and correlation of logs and data to evaluate reservoir potential and production.  Coordinate with State Department of Natural Resources to guarantee compliance during drilling activity.

R. J. Reynolds Tobacco and Nabisco Brands, Area Sales Manager (Tampa Division and Sarasota Division)

 Coordinated with sales force to ensure product distribution with area accounts.  Made presentations to large food and grocery chains (Wal-Mart, Food World) to gain product space.  Worked with merchandisers to comply with product and promotion needs (coupons, buy-one-get-one promotions).  Established test market areas and accounts for new brand visibility.  Coordinated with sports marketing for yearly events (Camel GT, 12 hours of Sebring Race.)  Training:

o Developing Supervisory Skills o Team Management o Professional Selling Skills I, II

PROFESSIONAL AND CIVIC ORGANIZATIONS:

o American Planning Association o American Managers Association o American Association of Civil Engineers o National Association of Petroleum Geologists o Institute of Transportation Engineers o Florida Surveying and Mapping Society o University of Southern Mississippi College Football o University of Southern Mississippi Music o Boy Scouts of America (Eagle Scout) o American Association of County Engineers o American Public Works Association o Southern Geological Society

EDUCATION:

University of Southern Mississippi Hattiesburg, MS Bachelor of Science (B.S.) Major: Geology, Building Technology and Civil Engineering Design Minor Hours: General Science, Mathematics, and Music (Advanced Math, Chemistry I, II, Biology I, II, Physics I, II) 1988 Memphis State University: Geology Field Course at Black Hills State College, South Dakota Surveying, topographic mapping, aerial photography and remote imagery, plane table and alidade University of Southern Mississippi, (Graduate Courses 400-500) Resume, Milton Larry M. Newsom May 22, 2018 Page 8 of 8

Hydrology, Advanced Hydrology, Engineering Geology, Geo-chemistry, Geo-physics, Clay mineralogy, Micropaleontology, Optical mineralogy, Mineral x-ray diffraction research.

Jacksonville State University: MBA Program, Study of Economics OSHA (Occupational Safety and Health Act) Hazardous Waste Operation and Emergency Response (40 Hr. Course) Hydrogen Sulfide (H2S) Safety Course Emergency Management Training All Local Government Required Classes (Certifications can be provide by request)

Additional Education and credentials supplied upon request. Possess the ability to obtain the AICP, PG, and/or PMS within one year, if required.

References: (Also See Attached Letters)

Representative Paul Renner Senator Hutson Rick Staley, Sheriff Flagler County Representative Clay Ingram County Administrator Rand Oliver (Citrus County) City Manager Jim Landon (Palm Coast) Representative Doug Broxson Honorable Pam Childers Clerk of the Court (Escambia County) Lewis Bear Jr. Collier Merrill Sheriff David Morgan (Escambia) Wendell Hall (Retired Santa Rosa Sheriff) Jim Cronley Superintendent Tim Wryrosdick (Santa Rosa County) David Brannon (Developer) Honorable Mayor Matt Dannheisser (Gulf Breeze) Judge Tom Dannhessier Mayor Aston Hayward (City of Pensacola) Dave Murzan (Pat Legislator) Congressman Jeff Miller (Retired) Commissioner Wilson Robertson (Retried) Commissioner Grover Robinson Commissioner Lumon May

DR. JULIE M. NORMAN Ed.D., MBA, CEcD, CWDP 907 N. Main St. Marion, SC 29571 304-382-7133 (C) [email protected]

SUMMARY Certified Economic Developer (CEcD), Certified Community Developer (CDI), Certified Workforce Development Professional (CWDP), professional educator, trainer, consultant, and proven leader with over 25 years’ experience in public administration with emphasis on improving the quality of life for our citizens. EXPERIENCE 2013 - Present MARION COUNTY ECONOMIC DEVELOPMENT COMMISSION, Marion, SC Executive Director Plan, organize, and direct all programs and activities related to economic development, with emphasis on creating and implementing strategies to enhance the economic wellbeing of the region through the creation of jobs and capital investment. Recruit and negotiate with industry representatives to encourage location in the area, assist in the expansion of existing businesses, and work with elected officials and community leaders to secure financing and maximize returns. Serve as Treasurer for the I-95 Gateway Industrial Park board of directors. • Coordinate disaster relief, long-term recovery and restoration of infrastructure and housing using CDBG funds under the Housing & Community Development Act. • Administer grants for building construction and rehabilitation, including processing all reimbursement requests and coordinating annual audit. • Review business plans and financing structure to ascertain feasibility and economic impact of projects. • Secured over $3 million in grants for Pee Dee Agriporium™ - a food hub, a shared commercial kitchen, and agri-tourism retail store. • Announced 6 new and 5 expansion projects adding over 600 jobs and $70 million in investment. • Supervised the certification of three new industrial sites and the construction of a 75,000s.f. industrial spec building. • Secured over $3 million for infrastructure improvements, building construction, public transportation, and a workforce development center.

2015 - Present EDUCATIONAL TESTING SERVICE, Princeton, NJ Certified Rater – SAT, TOEFL, and Texas STAAR Read and score student essays for the SAT, a globally recognized college admission exam, TOEFL for non-English speakers, and the Texas STAAR K12 English and Writing exams. Apply scores for reading, writing, and analysis across multiple prompts to ascertain students’ use of evidence, reasoning, and stylistic and persuasive elements. Use a rubric to maintain accurate and consistent calibration.

2013 - 2013 WEBSTER UNIVERSITY, Columbia, SC Adjunct Faculty Taught graduate level courses on “Executive Leadership and Governance in Nonprofit Organizations” and “Economic and Social Issues in Healthcare.” Participated as an expert panelist for a symposium on “Economic Development in South Carolina.”

2005 – 2013 JULIE NORMAN ASSOCIATES, LLC, Columbia, SC Owner/President Provided customized training and consulting services to business and industry, educational institutions, community-based organizations and economic development agencies. Designed and implemented comprehensive workforce development programs for companies including job profiling, recruitment, assessment, pre-employment training, and job fairs through coordinated interagency partnerships. Professional speaking engagements for national, state and local organizations.

2007 – 2010 UNIVERSITY OF CHARLESTON, Charleston, WV Assistant Professor of Business, Jones Division of Business Taught undergraduate courses in Microeconomics, Macroeconomics, Labor Relations, Entrepreneurship, Organizational Behavior, and Sales. Also assigned to teaching a 12week graduate program module on Leadership, Innovation, and Change for the Executive MBA program. • Initiated the university’s participation in Global Entrepreneurship Week. • Received outstanding evaluations from students.

1998 – 2007 WV DEVELOPMENT OFFICE, Charleston, WV Deputy Executive Director, WORKFORCE West Virginia (formerly the Governor’s Workforce Investment Division) 2001-2007 Administered all federal and state workforce development funding for the State of WV totaling over $200 million. Designed and evaluated Request for Proposals (RFPs) for funding statewide. Managed statewide marketing and public relations activities for the agency. Wrote policies on workforce and economic development for the state. Supervised and performed human resources functions for a central office staff of over 200 and 22 field offices. • Recruited, and/or assisted in expanding over 200 businesses. • Served as legislative liaison for the agency and compiled annual reports. • Coordinated an inter-agency collaborative team of 9 state agencies. • Developed and implemented a 5-year strategic plan for the agency. • Led the implementation and transition to the WORKFORCE West Virginia brand. • Conducted targeted industry study for 7 Workforce Investment Boards. • Represented the State of WV at various international events by conducting workshops on economic and workforce development. • Served as chairperson on many community and state task forces and committees.

Manager of Workforce Development, Business and Industrial Development Division 1998-2001 Administered West Virginia’s customized industry-specific training program for new and expanding business and industry by coordinating resources of providers of skill training and employment services for youth and adults. Actively participated in business recruitment, expansion, and retention efforts of entire state. • Designed, developed and implemented organizational training and development strategies that improve performance of individuals and companies. • Measured outcomes and effectiveness of customized programs and analyzed the overall impact on organizations and reported findings to Governor’s office and state legislature. • Facilitated the development of innovative initiatives and structures to meet the collective workforce needs of new and expanding industry sectors. • Developed leadership and mentoring systems to transfer process knowledge internally within organizations and build a permanent training capacity within the companies served. • Actively supported community and economic development partnerships and programs related to education and training.

2006 – 2007 OHIO VALLEY UNIVERSITY, Parkersburg, WV. Adjunct Faculty, ADVANCE Program, Taught a master’s-level course on Organizational Training and Development as part of the Masters degree in Human Resource Management program.

1992-1993 MAKING-IT-COUNT, Division of Monster.com Professional Speaker Conducted presentations to high school students on college and career success strategies.

2002 – 2002 UNIVERSITY OF CHARLESTON, Charleston, WV Adjunct Faculty, Jones Division of Business, Taught a master’s-level course on Organizational Training and Development as part of the Master’s degree in Human Resource Management program.

1995 – 1997 LEE HECHT HARRISON, Washington, D.C. Certified Associate/Consultant Facilitated group seminars providing a wide variety of job search techniques, career development and outplacement processes for this international career management firm. • Conducted self-assessment activities that examine an individual's skills, interests and values. • Guided participants in preparing resumes and cover letters that are market focused in formats preferred by most hiring officials. • Facilitated the development of effective networking and salary negotiation strategies. • Provided one-on-one career counseling to individuals experiencing a work transition.

1993-1994 PERFORMANCE PLUS LEARNING CONSULTANTS, Washington, DC Curriculum Developer Developed computer-based instruction for workplace education programs at several Fortune 500 firms.

1987 - 1998 WV DEPARTMENT OF EDUCATION, Charleston, WV Program Coordinator (JTPA) - Division of Technical and Adult Education Services 1989 - 1998 Coordinated and managed all aspects of JTPA program design and implementation including curriculum and budget development, financial analysis, EEO compliance, programmatic monitoring and technical assistance on youth and adult training programs in every vocational- technical school in West Virginia. Effectively communicated with local education and economic development agencies to devise procedures, resolve problems and counsel program operators on project administration. • Designed and administered the Governor’s Summer Youth Enhancement program for 55 counties state-wide. Elevated the Program to a nationally recognized model after results of program participation indicated an average of one grade level increase in both math and reading over a 24-hour instructional period. • Developed and coordinated dropout prevention/re-entry program that included mentoring, job shadowing, tutoring, alternative education/GED prep and work experience. • Presented workforce transitional training and educational opportunities to dislocated workers as part of the state Rapid Response Team supporting the workforce development initiative. • Authored and compiled several technical assistance guides for use by JTPA program operators in county vocational-technical centers and comprehensive high schools serving at-risk youth. • Secured funds through grant writing and managed subsequent budgets in excess of $7M annually.

WV Adult Literacy Coordinator/Director of Adult Literacy Coalition 1988 - 1989 Promoted public awareness of the problem of illiteracy while serving as facilitator within the adult education community on behalf of the West Virginia Adult Literacy Coalition. • Generated over $45,000 in goods and services for program improvement through fundraising activities. • Promoted a statewide literacy campaign involving the contributions of nationally renowned artists. • Directed the recruitment and referral of approximately 20,000 individuals to literacy and adult basic education programs utilizing a toll-free hotline.

JTPA Monitor 1987 - 1988 Verified program compliance with federal and state policies and procedures relating to JTPA which encompassed financial and programmatic reviews followed by written reports containing findings and recommendations for corrective action. • Designed the initial JTPA monitoring instruments and procedures for the department. • Reduced annual audit disallowed costs resulting in substantial monies saved for the state.

1986 - 1987 GOVERNOR'S OFFICE OF COMMUNITY AND INDUSTRIAL DEVELOPMENT, Charleston, WV Planner, Employment and Training Division • Reviewed and processed JTPA contracts and subsequent modifications, and analyzed programmatic progress reports. • Led contract negotiations for proposals submitted by various subcontractors. • Prepared statistical reports and narratives for the U.S. Department of Labor.

1986 - 1986 BOONE COUNTY BOARD OF EDUCATION, Madison, WV . Substitute Teacher Served as a substitute for full-time permanent teachers during their absence at both primary and secondary levels.

EDUCATION Ed.D. (Doctorate in Educational Leadership)

West Virginia University, Morgantown, WV – August, 2001 M.B.A. (Human Resource Management) West Virginia Graduate College, Institute, WV – May, 1993 B.B.A. (Management/Marketing) Marshall University, Huntington, WV – December 1985 Economic Development Institute graduate University of Oklahoma, Norman, OK – May 2001 RESEARCH “The Relationship between Interorganizational Collaboration and the Perception of School- Business Partnership Effectiveness in West Virginia” -- Doctoral dissertation completed August 2001

PUBLICATIONS V.I.P magazine – Summer 2016 South Carolina Living magazine – Summer 2015 WV Executive magazine – Fall 2007 Discover the Real West Virginia magazine – Spring 2004 Numerous newspaper articles and interviews

PROFESSIONAL Certified Economic Developer (CEcD) CERTIFICATIONS Certified Workforce Development Professional (CWDP) & TRAINING Certified South Carolina Economic Developer (SCCED) Community Development Institute (CDI) Graduate Economic Development Institute (EDI) Graduate Certified Adult Literacy Tutor Certified Option IV Substitute Teacher Certified “Making It Count” Presenter

MEMBERSHIPS SC Economic Developers Association International Economic Development Council National Association of Workforce Development Professionals Southern Economic Development Council I-95 Gateway Industrial Park (Board Treasurer)

REFERENCES Upon Request

C. Mikel Oglesby 280 Allenwood Drive, Lauderdale by the Sea FL, 33308

Cell: 760-391-0423 [email protected]

Career Profile

A proven leader who has created successful strategic plans in alignment with the agency mission, vision and goals; structured business models to upturn financial bottom line; brought technical and environmental innovation to agencies; transformed difficult staff and labor relations issues through consistency in leadership and practice; strengthened community and business partnerships via effective communication and customer engagement.

Summary of Professional Qualifications

● ADAPTIVE LEADERSHIP ● FINANCIAL PLANNING AND BUDGETING ● CUSTOMER SERVICE ● EMPLOYEE AND BUSINESS RELATIONS ● ORGANIZATIONAL DEVELOPMENT ● CONTINUOUS IMPROVEMENT STRATEGIST ●

Employment History

Deputy Executive Director – South Florida Regional Transportation Authority (SFRTA/Tri-Rail) 2015 – Present

 Provide executive direction and guidance to Department Directors in the administration of rail and feeder service operations, rolling stock and facility maintenance, contract administration, grant development, insuring the full compliance with ADA standards, overseeing system capital improvements, administration of marketing initiatives, safety, security and risk management administration, as well as finance, procurement and human resources.  In the absence of the Executive Director, directs, coordinates and controls the overall operations to assure that all administrative and operational functions are performed in accordance with established policies and objectives.  Provide executive direction and technical guidance in the administration of all mechanical repair and maintenance activities of the contract operator related to vehicles, rail rolling stock and equipment.

Resume - C. Mikel Oglesby 1  Deliver technical guidance for the oversight of the joint management of engineering and track construction activities with the Florida Department of Transportation on the Southeast Florida Rail Corridor.  Provide executive guidance to the Directors of all departments concerning Board policy interpretation, the development of objectives and the implementation of established programs.  Ensure that effective equipment, track, bridge, signal, and building maintenance programs are developed, implemented and maintained.  Executive decision maker in negotiations and development of the Downtown Miami Station which includes identifying funding source, scheduling, Positive Train Control (PTC) solution, level boarding solution, and overall project implementation.  Senior Executive in charge during the worst hurricane in the history of Florida - Irma. Decisions included system shut down, recovery and system start up. Spearheaded all meetings with the principles and provided on the spot decision making. These decisions resulted in gates being uninstalled and reinstalled, over 600 trees removed from the corridor and signals running with or without electricity in six days.  Responsible for overall PTC project implementation.

National Business Development Manager - Public Transportation Total Transit Inc., 2014 – 2015

 Provide industry expertise relative to Federal, State, and local transit administration, regulatory trends and compliance, public/private partnership opportunities, and other related public transportation opportunities.  Develop all public transportation and related business opportunities.  Develop and maintain revenue growth in compliance with established business plans and budgetary expectations.  Serve as the primary source of industry-specific expertise, advice, and direction regarding market conditions and trends, as well as competitive strategic analysis and developments for the transportation operations line of business.  Develop and implement a routine and regularly scheduled process to measure, evaluate, and report on customer satisfaction levels.  Lead negotiations with clients, including preparation of contracts and possible structuring of financing solutions.

General Manager, SunLine Transit Agency 2004 – 2013

 Provided leadership and direction to the Agency consisting of a $23 million operating budget, 300 employees and 100 buses.  Maintained rapport, communication and response to Board of Directors in the pursuit of excellence in Agency leadership and management.  Directed Agency from organizational chaos and financial red line, to appropriate transit industry alignment resulting in effective organizational structuring and high performance, cost-effective business operations.

Resume - C. Mikel Oglesby 2  Reorganized activities to make better use of employee’s strengths, resources and equipment.  Successfully improved and strengthened the Agency’s public image from marred, to positive and industry-respected; established direct communication networks to address public issues and concerns.  Through strategic planning, budget forecasting and financial management, was able to sustain operations, productivity and efficiencies, and avoid staff layoffs and service reductions in difficult economic environment.  To establish a continuous feedback loop, built strong community and business relationships to ensure continual input and feedback to address and meet demand for public transit services and programs.  Commissioned a Comprehensive Operational Analysis to provide long range transit planning to meet local and regional public transit needs.  Created dynamic decision processes and systems to facilitate top-down and bottom-up internal communication networks to accomplish Agency-wide performance goals and objectives and cohesive team interactions.  As Alternative fuels leader, positioned Agency as national leader in alternative fuel vehicles and transit bus innovations for commercialization of hydrogen fueled buses.  As champion for the workforce, encouraged and supported education and training opportunities for all staff levels to increase organization competencies, maintain competitiveness with transit industry standards and business efficiencies.

General Manager, ATC Transportation 2002 – 2004

 Managed the San Jose operation of the largest single-contract paratransit program in the country with monthly trips equaling approximately 76,000.  Direct responsibility for providing both ADA and non-ADA paratransit service seven days a week with a fleet of 293 vehicles and 313 employees.  Successfully managed, directed and oversaw the daily operations, maintenance and administration of ATC’s OUTREACH Paratransit Management and Operations contract.  Provided quality service by ensuring vehicle and facility safety, client relations and employee morale.  Developed short and long range plans for transportation of the disadvantaged.  Provided private sector Regional Vice Presidents with special assignment information on the topics of operations, labor relations, scheduling, bus rapid transit, paratransit, transportation policies and procedures, and strategic planning.  Made presentation as the lead General Manager in various bid processes, including North Carolina, Alabama and Phoenix.

Resume - C. Mikel Oglesby 3 Massachusetts Bay Transportation Authority – Boston, MA, 1989-2002

Assistant General Manager/Chief of Staff, 1997-2002  General Manager’s liaison with approval authority for work of senior management team consisting of 29 department directors, 28 unions, and a budget of $1.2 billion, with 6,500 employees, ridership of 1 million daily.  Initiated the development of a new strategic planning effort resulting in the creation of the MBTA 5-year vision and implementation plan (the first comprehensive effort of its kind undertaken since 1946).  Assisted the General Manager in the creation of funding programs for new or continuing operations, maximizing returns on investment and increasing productivity.  Acted as liaison to federal, state and local government agencies and MBTA Office of Public Affairs on media and community relations.  Reorganized MBTA’s Capital Plan Guide to invest in infrastructure.  Spearheaded the Y2K initiative, including 108 safety-sensitive and mission critical components.

Previous roles included: Operations Section Chief – Administration and Finance; Project Manager – Human Resources Information Systems (HRIS); Special Assistant and Senior Manager/Budget Program Development

Education and Training

University of Massachusetts at Amherst, B.B.A.  Concentration in Finance Massachusetts Institute of Technology – Seminar Series  Public Transportation Service and Operations Planning

Affiliations and Memberships (prior and current)

 American Public Transportation Association – one of 25 candidates selected for Leadership APTA’s second class in recognition of leadership potential  Board of Directors, American Public Transportation Foundation  Conference of Minority Transportation Officials (COMTO) (Prior Vice Chair, Boston Chapter). Concentration on outreach, mentoring, networking and professional training.  Board of Directors, Florida Public Transportation Association  Board of Directors, Coachella Valley Economic Partnership  Member Women’s Transportation Seminar  Member, California Transportation Association  Member, CalAct  Member, Calstart-Weststart  Member, California Fuel Cell Partnership  Member, Governor Schwarzenegger’s Hydrogen Highway

Resume - C. Mikel Oglesby 4 Achievement/Recognition .  Sunline recognized as “Top 10 Transit Agencies to Work For” in the United States and Canada by Metro Magazine  Introduced the first HICCE bus made in the world – American made fuel cell bus – 7th American made in the world  Agency recognized as the “2007 California Transit Association’s Small Operator’s Transit Excellence Award for its outstanding contributions in its promotion of a positive image of public transit services” by the California Transit Association  Received 1999 Black Achievers Award, YMCA of Greater Boston  Received 1999 Emerging Leader Award, COMTO

Prior Community Involvement

 Board of Directors, Boys & Girls Club  Palm Desert Rotary Club  Voting member, Martha’s Vineyard Commission  Treasurer, Citywide Educational Coalition (Only member representing Boston’s business community)  Developed and implemented mentoring program involving MBTA, COMTO and local high schools  Developed internship program for high school students at the MBTA; co- sponsored by John Hancock and the Boston Police Department  Mentor, East Boston High School  Lecturer, National Skills for Life Program with creators Jonathan Peck and Mike Jarvis  Lecturer, Advancement of Hydrogen Technology in Transportation

Resume - C. Mikel Oglesby 5 (910) 398-4971 Susan R. Parker [email protected]

SUMMARY OF PROFESSIONAL QUALIFICATIONS

• Comprehensive experience in strategic planning, municipal and regional management and team leadership, as well as, budgeting, financial analysis and expense control to improve the economic health and financial stability of a community.

• Skilled in community relations and building strong alliances with elected officials, staff, local businesses, non-profits and citizens and advising the community through a variety of methods including social media, the latest developments impacting the local community and crafting the policy solution options.

• Proven track record of initiating and building effective partnerships and identifying new business opportunities, as well as, improving and expanding municipal infrastructure and sustainable recreational opportunities that promote local businesses and destination and eco-friendly tourism.

• Developed policies and procedures that meet or exceed “best practices”; conducted feasibility and fiscal impact studies for proposed initiatives and programs to comply with existing and new local, state and federal regulations.

• Demonstrated experience with coastal development and shoreline management including VE and AE flood zones, coastal high hazard areas, areas of environmental concern (ACE), Coastal Barrier Resources Act (CBRA) and emergency management related to flooding, wildfires, severe weather events and post-event recovery.

PROFESSIONAL EXPERIENCE:

TOWN OF SUNSET BEACH, NC

TOWN ADMINISTRATOR Town of Sunset Beach, North Carolina (Population 4,900 or 15,000 seasonal) 2013 – 2018

• Efficiently managed the operations and affairs of a coastal and mainland community that consists of 44 full time employees and 10 seasonal employees with an annual combined budget of $6 M.

• Accepted the 2018 “Outstanding Stewardship” award from the Lower Cape Fear Stewardship Development Coalition for the Sunset Beach Town Park. This award recognizes outstanding environmental stewardship through the protection, conservation, improvement, and awareness of natural resources.

• Assumed a stalled Town Park project located along the intracoastal waterway due to permit violations and successfully re-permitted project from a Coastal Area Management Act (CAMA) Minor to a CAMA Major and completed all phases of the $800,000 project. The Town Park was completed underbudget and eligible for the full North Carolina Parks and Recreation Trust Fund reimbursement.

• Provided the leadership in the preparation of Hurricane Matthew and the storm event repair of 31 beach accesses and other public facility related damages prior to the tourist season. These expedited repairs allow for a significant Federal Emergency Management Act (FEMA) reimbursement prior to the implementation of the moratorium on federal reimbursements following subsequent hurricane events.

PARKER, S.

• Developed the Shoreline and Storm Water Management Plan request for qualifications (RFQ) to analyze the current storm water system with the intent to develop a 5-10 year capital plan, funding plan, and annual maintenance plan. Plan and Stormwater Manager position adopted in 2017 and fully funded in FY2018 without a tax increase.

• Initiated a funding partnership with a local business to construct a portion of a 50 K multi-modal path that included a $10 K local business donation to the town.

• Negotiated two funding partnerships with North Carolina Department of Transportation to construct 4.7 miles or $800,000 of bike lanes on both the island and the mainland.

• Developed the Pre-Dredging Analysis request for qualifications (RFQ) to survey 5 waterbodies to determine the feasibility of dredging to improve navigability, water quality, and pier head alignments. Extended the State of North Carolina’s Department of Environmental Quality (DEQ) grant for $2,779,327 and the proposed project is currently scheduled for future scoping meetings and permit approval fall 2018.

• Generated and was awarded $100,000 federal transportation grant through the Grand Strand Transportation Committee to help fund the Main Street pervious sidewalk project.

• Developed and was awarded $34,950 from the Duke Energy Water Resources grant dedicated to the installation of a “Living Shoreline”; a collaborative endeavor with the North Carolina Coastal Federation, and federal, state and county agencies. Project completion expected fall 2018.

• Facilitated a $4,000 vegetative enhancement project located at the entrance of the fishing pier with the Eagle Scouts and community volunteers.

• Instituted a monthly budget and finance newsletter, “Snapshot” to share the financial health and project updates with the community. Oversaw the Website, Public, Education and Government (PEG) channel and Facebook page that shares public information to residents and visitors.

• In collaboration with staff restructured the Police department, Planning and Inspections department and Beach Patrol to improve effective service delivery to the community. Expanded Public Works required training to include certifications in mosquito spraying, ornamental and grasses spraying and the North Carolina State Stormwater Maintenance Program.

TOWN OF CRESTED BUTTE, CO

TOWN MANAGER Town of Crested Butte, Colorado (Population 1,500 or 5,000 seasonal) 2006 – 2012

• Efficiently manage the operations and affairs of an amenities based resort community that consists of 37 full time employees and 11 seasonal employees with an annual combined budget of $10 M.

• Negotiated an Intergovernmental Agreement and Lease with the Gunnison Library District in preparation for a $1.3 M bond question to expand the national historical “Old Rock” library proposed for the November 2011 ballot.

• Developed first Joint Bid Document for Crested Butte and Mt. Crested Butte for Residential Refuse and Recycling Services with an estimated yearly value of $250,000 with expanded recycling options.

• Integral member of team that acquired the following grants, Open Space Acquisition $1.0 M, Park improvements and trails $900,000, Historical Preservation $ 257,000, and Safe Routes to School Program $ 208,000. PARKER, S.

• Successfully completed on time and within budget $ 3.6 M of capital projects primarily funded through grants, low interest loans and “pay-as-you-go” methods that include 8th Street Paving, Wastewater Clarifier, 4-Way Project, and assorted public capital projects.

• Negotiated and implemented agreement with Gunnison Watershed RE 1J School District to transfer land for the Community School $23 M LEED certified facility expansion and relocate and enhance Tommy Villanueva Babe Ruth Field, community gardens and restrooms.

• Negotiated and implemented 30-year lease with the Center for the Arts and integral team member in the expansion design and including the proposed addition of the children’s Trailhead Museum.

• Negotiated and implemented 20-year land lease with Public Transit Company Mt. Express for new bus maintenance barn.

• Negotiated and implemented 30-year land lease with Crested Butte Nordic Center for snow cat barn.

• With staff involvement, restructured Marshals Department, Public Works Department and Parks and Recreation Department to improve efficiencies and oversight resulting in meeting budget goals and performance expectations.

• Instituted Commercial Driver Licensing Cross Training requirement and developed cross departmental work groups to minimize need for outside contractors and reduce overtime for dirt work and snow removal.

• Initiated update of personnel manual, salary survey, safety manual and program, on-line payments for recreation programs, snow removal plan, special events process, Twitter, Facebook and e-alerts with a corresponding use policy.

• Completed 3 separate congressional meetings in Washington D.C. and several visits to Denver related to the 1872 Mining Reform Act and the need to protect our watershed from industrial development.

CITY OF RENO, NV Placed in charge of several major projects as part of an Internal Management Development Program (2000-2006) most recent first:

EMERGENCY COMMUNICATIONS MANAGER City of Reno, Nevada (Population 219,636) 2003-2006

• Managed the regional 911 center and directed all aspects of the move into a state-of-art facility. Supervised and managed 69 employees and a $6.2 M operational budget.

• Spearheaded the development of regional 911 center and dispatch service and transitioned the division into a civilian management structure.

• Developed and updated existing policies and procedures that met national accreditation standards.

• Directed the implementation of a new 800 MHz radio system, computer-aided dispatch software up-grade process, automatic locator software and phase I and phase II of E911.

• Initiated a new training academy program from lecture base to facilitated training to reduce attrition and improve retention.

• Created an internal client satisfaction survey to improve interagency customer service delivery. PARKER, S.

ANIMAL CONTROL DIRECTOR City of Reno, Nevada (Population 219,636) 2002-2003

• Managed the regional animal shelter and its field operations division with 21 employees and a $3.4 M operating budget.

• Within six months increased revenue by 50% through efficiencies and cost reductions.

• Played a key role and partnered with the Humane Society, City of Sparks NV and Washoe County NV in securing the passage of the $11 M Animal Shelter Bond issue.

• Consolidated regional animal field services and developed a multi-jurisdictional uniform code for better efficiencies of operations and instituted a microchip pilot program.

ASSISTANT TO THE CITY MANAGER City of Reno, Nevada (Population 219,636) 2000-2002

• Served as a member of the Executive and Management Team overseeing daily operations, 1,700 employees, a $264 M budget and special projects.

• Heavily involved in the reviewing the budget for three divisions.

• Conducted research on the feasibility of Web-based community resource kiosks.

• Designed and produced a 4-page film destination site brochure.

• Analyzed feasibility of implementing a city-wide volunteer program.

• Developed and initiated candidate orientation manual and education program.

• Conducted research and provided lead staff support for the newly formed Citizen’s Police Study Panel to review law enforcement racial profiling.

• Served as public relations liaison with the Community Relations office involving the $282 M Reno Transportation Rail Access Corridor project (lowering the train rails below grade through downtown)

CITY OF ELROY, WI

CITY ADMINISTRATOR Elroy, Wisconsin (Population 1,600) 1998-2000

• Appointed as the first City Administrator responsible for all city functions, including economic growth, finance, staff and planning. Managed a $1.3 M operations budget and $1.4 M utilities budget that includes wastewater, sewer and electric. Supervised 21 full time employees and 10 – 15 seasonal employees.

• Additionally, served as the clerk-treasurer, comptroller, the Community Block Grant (CDBG) Economic Loan Fund Administrator, the CDBG Housing Rehab Revolving Loan Administrator, and the CDBG Rental Housing Rehab Revolving Loan Administrator, as well as the Wisconsin Housing and Economic Development Administration Paint and Fix-up Administrator, purchasing agent, personnel, finance, public information officer, code enforcement, economic and tourism developer.

• Dissolved existing Tax Increment District (TIF) and created 4 new TIF Districts to finance future economic growth. PARKER, S.

• Completed benefit cost analysis and initiated privatization of Refuse and Recycling Services.

• Implemented new computerized accounting, payroll and budgetary system.

• Collaborated with Library District in expansion of a Carnegie Library resulting in a successful expansion project.

• Coordinated with 3 school districts to form a single unified district.

• Worked jointly with Common Council, Redevelopment Authority and Long Range Planning Committee in developing a comprehensive plan.

• Plan a residential subdivision, street improvement plan and industrial site and municipal/safety building site plan.

• Initiated and edited a city-wide quarterly newsletter.

• Implemented a quality-based selection program for engineering services.

• Implemented a formal procurement and Request for Proposal (RFP) process.

• Developed a 3-city agreement to adopt uniform building codes, a permit process and a shared Building Inspector.

• Developed a city informational brochure and new resident welcome packet.

GRADUATE MANAGEMENT INTERN City of Glendale, Arizona (Population 240,000) 1997-1998 Under the supervision of City Manager Martin Vanacour, Ph.D.

INTERN, ASSISTANT CITY MANAGER’S OFFICE City of Beloit, Wisconsin (Population 36,000) 1991-1994 Under the supervision of Assistant City Manager Steve Gregg

PRESENTATIONS:

“Linking Resident Opinion Surveys to Action – What does it really mean?”, CML Annual Conference, June 2011, Panel Presenter. “14 Landowners, $5 Million and 5 Months to Close?” “No Problem.” Conservation Excellence Conference, March 2011, Panel Presenter. “The Cannabis Conundrum: The Science and Politics of America’s Most Controversial Plant.” Public Policy Forum of Crested Butte, August 2010, Panel Presenter. Women’s Leadership Conference, Western State University, 2010, Facilitator. Gunnison Leadership Forum, 2009, 2010 and 2011, Panel Member. “Four Steps to the Future”, Innovations Group Conference, 2003, Co-Facilitator.

PROFESSIONAL AFFILIATIONS:

• International City/County Management Association • North Carolina Municipal League • North Carolina City/County Management Association

PARKER, S.

EDUCATION:

Master’s in Public Affairs and Public Administration Robert M. Lafollette Institute of Public Affairs University of Wisconsin Madison, WI

Bachelor of Arts, Government and Policy Studies Beloit College Beloit, WI

July 9, 2018

Colin Baenziger & Associates Executive Recruiting 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, Florida 32118

Re: City of Naples, Florida City Manager Position

Via Email: [email protected]

Dear Mr. Colin Baenziger & Mr. David Collier:

Please find attached a cover letter and resume for the position of City Manager in Naples, Florida.

I find myself constantly reducing by size and content my cover letter and resume trying to hone in the essentials for this application. Every time I reduce something, I think that I may be leaving out important information relevant to this position.

I would like you to know that my wife and I are from the northeast and intend to relocate, permanently, to the southwest coast of Florida where we have family members. Our intended area is from Sarasota to Naples, in a community on the Gulf of Mexico.

I also know that if I don’t receive an interview, I will not have a chance to compete for this job. I have in the past submitted to your company a cover letter and resume for other positions and never received an interview. There is so much information from my professional experience that simply cannot be explained on just a cover letter and resume. One of the things hard to explain or identify is the level of integrity and ethics that one has, especially in a public sector manager position.

If I am chosen for an interview, you will see that I have navigated many difficult challenges and always maintained my integrity and ethics. I have at times made difficult decisions, but will listen to others and take my time to make the right decision, even if politically unpopular. The most important thing I can tell you, as I have told others, you may not like my answer but you will always know that I will tell you the truth. I believe this trait is well received and respected by others and allows me to continue to be successful wherever I work.

Finally, I would really appreciate your consideration during your review process to compete for this important position for the City of Naples. My wife and I would respectfully request to meet with you to further exhibit my sincere interest in this position and we are willing to make the trip to Florida to do so at our expense.

Sincerely,

Mark A. Pearson

1 Mark A. Pearson 118 Brady Ave Salem, NH 03079 (603)234-3830 [email protected]

Cover Letter

July 9, 2018

Colin Baenziger & Associates Executive Recruiting 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, Florida 32118

Re: City of Naples, Florida City Manager Position

Via Email: [email protected]

Dear Mr. Colin Baenziger & Mr. David Collier:

I am aware that the City of Naples, Florida position of City Manager is available and I would like to apply for this position.

As you will see from the enclosed resume, I am an achievement-oriented leader and manager with over thirty (30) years’ experience in public safety and government management leadership positions. What it does not show is the emphasis I placed on building a high performance, citizen-friendly organizations. This approach requires establishing an organizational culture with common goals and objectives that everyone has accepted. It is based on encouraging individuals to think for themselves and to act within the parameters of their job descriptions and direction from the leader. It further emphasizes teamwork while developing the entire staff to make decisions appropriate to their work.

What I bring, in addition to this managerial philosophy, is an ability to solve problems rapidly should they occur, to foresee potential problems and implement strategies to avoid them in the future. I also bring the ability to work effectively with people, elected officials, stakeholders and staff. I understand the six (6) challenges and issues specific to the city of Naples and would speak to these at the interview level. I also understand the type of person the city is looking for and will stipulate to moving to the city, serving for at least a decade, and end a career in Naples. I also understand the desire to implement the plans identified, pending adoption. A very important requirement the city listed is “non-use of tobacco products.” I have “never” used any tobacco products in my

2 lifetime, nor has my wife! My opinion is a manager should be setting an example of acceptable behavior.

Specific to this position, I have experience working as the Assistant Town Administrator in Hudson, New Hampshire and Town Manager in Old Orchard Beach, Maine and currently in Plaistow, New Hampshire where I have experience overseeing administration, human resources, collective bargaining agreement negotiations, training, finance, purchasing, payroll, public safety, community development, economic development, building inspectors, code enforcement, insurance, budget creation, grant writing, record keeping and creating a potable water system and enterprise fund.

In Plaistow, in my first year, I have driven a regional effort to import potable water to town to create the first “potable water system.” This effort required collaborations with the State and five (5) other communities to transport via new pipelines through gaps over a 26 mile route. This project has been approved by Governor and Council for $37.3 million. Plaistow is the recipient of $5.9 million dollars in grants. This initiative required me to draft warrant articles for approval by the voter’s, requiring a two-thirds (2/3) majority minimum and we received 77% approval. This is the type of success that is typical of my efforts. At the same time, I finished a capital project of building a new Public Safety Complex, on time and under budget and proposed a “design build” of a new “Public Works Facility” with cash reserves and no bonding over a two year period. I only bring this to your attention because, this is germane to your description of a leader that has a “can do attitude,” is “positive” and is “achievement oriented.” Further, I have achieved the aforementioned successes through being a “visionary,” and using “excellent communication skills.” I also take note of the desired qualities of “high ethical standards,” and “integrity.” I attended over 60 meetings in one year on the potable water project and held four (4) informational meetings with the residents to gain their trust. This is how I can tell you that I understand what it takes to “get things done.”

There is no doubt that the identified challenges and issues in Naples will take a special understanding by a city manager who can lead, manage, multi-task, delegate, mentor, encourage, hold people accountable, meet deadlines and gain the trust of the citizens, employees and elected officials.

I hope that this brief description has explained my experience(s) working as a manager exhibits my knowledge of the functions of a city manager and the duties necessary to carry out this position in Naples, Florida.

Sincerely,

Mark A. Pearson

3 Mark A. Pearson 118 Brady Avenue Salem, NH 03079 (603) 234-3830 Email: [email protected]

RESUME’

SUMMARY

More than thirty (30) years of public safety and local government leadership experience in the following positions:

• Town Manager, Plaistow, New Hampshire • Mediator in the Commonwealth of Massachusetts • Police Academy Director, Massachusetts Municipal Police Training Committee • Town Manager, Old Orchard Beach, Maine • Assistant Town Administrator, Hudson, New Hampshire • State Representative, Concord, New Hampshire • Police Captain (Executive Officer) Salem New Hampshire Police Department • School District Moderator, Salem, New Hampshire

RELEVANT PUBLIC SAFETY & GOVERNMENT EXPERIENCE

Town Manager, Plaistow, New Hampshire 2017 – Present

Plaistow is border community to a City in Massachusetts and is a retail destination. The population of residents in Plaistow is approximately 9,000 and approximate land size of 10 square miles. The day time transient population grows to over 50,000. Plaistow Village District has the small town feel and a major shopping corridor - Route 125 where most of the commercial activity exists. There is a regional school district with four other communities.

Mediator, Commonwealth of Massachusetts 2016 – 2017

Trained to facilitate people involved in a conflict to come to an agreement through a voluntary process. Cases can included landlord/tenant, divorce, property rights, business agreements, contracts, accidents and personal injury, court ordered cases, etc.

Academy Director, NECC/Methuen Municipal Police Academy 2015

Facilitated and coordinated a new full-time police academy in Essex County. Oversaw the mandated MPTC curriculum and directed over seventy-five (75) staff and instructors through the completion of the six month academy. Facilitated and met with Chiefs of Police and their training officers before and during the police academy on training issues and management.

Town Manager, Old Orchard Beach, Maine 2012 – 2013

Old Orchard Beach is a small coastal town nine (9) months a year with a population of approximately 10,000 residents and the largest populated Maine municipality for three (3) months during the summer with a population of 100,000. The town governance consists of a council- manager form of government. As the Town Manager, I directed over twelve (12) department heads and oversaw a full-time staff of 180 and an additional 200 seasonal full-time employees. As the Chief Executive Officer, I participated in the creation of the annual budget of $25 million

4 in order to facilitate the functions of police, fire, public works, recreation, wastewater, a ballpark, planning, building, code enforcement, tax collection, assessing, motor vehicle registration, human resources, finance, accounts payable, general welfare and all the necessary personnel to operate a municipality.

Assistant Town Administrator, Town of Hudson, New Hampshire 2009 – 2012

Hudson is the ninth (9) largest community in New Hampshire with a population of approximately 25,000 and an annual budget of approximately $30 million. The town governance consists of a selectmen-administrator form of government. As the Assistant Town Administrator, I directed several departments including senior services, planning, zoning, code enforcement, engineering, parks & recreation, grants, economic and community development and construction management.

School District Moderator, Salem School District 2007 – Present

Elected every three (3) years to carry out the duties and responsibilities of a School District Moderator including the annual deliberative sessions, warrant articles and the school district elections. Moderated several capital projects warrant articles for major school renovations including a $75m high school renovation; and the various collective bargaining agreements. One year the deliberative session over kindergarten exceeded 650 people and required a secret ballot.

State Legislator, New Hampshire House of Representatives 2006 – 2009 Concord, New Hampshire

Elected as State Representative for Salem and Windham New Hampshire and served on the Municipal & Local Government Committee as well as the Rockingham County Sheriff’s subcommittee. As a voting member of these committees and the House of Representatives, I participated in the budgetary process of $10.5 billion and committee hearings to determine funding while voting on the establishment of laws.

Southern New Hampshire Special Operations Unit 1992 – 2007 Hostage Negotiation Leader – Regional team that responds to calls involving hostages or barricaded subjects in ten (10) surrounding communities in order to facilitate a peaceful, non- violent resolution. Unit trained to respond to Manchester Airport for Aviation Incidents.

Police Captain & Executive Officer, Town of Salem, New Hampshire 1983 – 2007

Salem Police Department has 62 full-time officers, 25 part-time officers and 16 other full-time administrative and communications personnel. The annual budget was approximately $7 million. In my capacity as Executive Officer, I oversaw the training, firearms, active shooter, scheduling, building and fleet maintenance, communications, records, prosecution, community services school resource officers, safety officers, use of force, grants, budgeting, emergency management training, field training officers, and internal affairs. Prior serving in this rank, I served as a patrol officer, motorcycle officer, detective, sergeant and lieutenant. Duties included supervising and training for over 100 personnel, both sworn and civilian, developing and implementing training programs. As the officer in charge of training, I created or assisted in the curriculum for each training including mentoring the instructors and performing all the administrative functions including auditing the instructors on a regular basis. I also served as the officer in charge of the procurement and maintenance of equipment, vehicles, facilities and competitive bids for contracts. Performed due diligence on products and services in order to seek the best possible cost for the taxpayers. Training and equipment was the result of writing and implementation of

5 state and federal grants. Grant writing and drug asset forfeiture contributed directly to training supervisors and command staff, procuring Emergency Management vehicles, trailers, and equipment, implementing a rifle program and training each officer with Incident Command System (ICS) & FEMA National Incident Management System (NIMS) and Personal Protection Equipment (PPE).

MUNICIPAL GOVERNMENT TRAINING

Municipal Budgeting, Public Sector Labor Laws, Code Enforcement, Department of Justice Grant Writing, Managing a Training Unit, Command Deployment and Staffing, FEMA Incident Command System and National Information Management System IS – 700 & Critical Incident Management. Coordinator of Office of Emergency Management Grants, Administering the FEMA Incident Command System, Investigating Sexual Harassment in the Workplace, Internal Investigations and Emergency Response to Terrorists. Interstate Highway Emergency Response Task Force with Federal Highway Administration and State of New Hampshire Department of Transportation. Assigned to develop and prepare budget presentations to municipal boards and writing grants for specialized training and department equipment.

EDUCATION

Federal Bureau of Investigation National Academy 2001 Quantico, Virginia – 206th Session – Intensive Command Level Training – 11 weeks

New England Institute of Law Enforcement Management 1996 Command Training, Babson College, Wellesley, Massachusetts 217th Session – Class President – 135 hour course

Massachusetts School of Law, Andover, Massachusetts 1992 – 1996 Juris Doctor of Laws – Criminal & Public Sector Labor Law

Franklin Pierce College, Salem, New Hampshire 1986 – 1992 Bachelor of Science in General Studies

Northern Essex Community College, Haverhill, Massachusetts 1980 – 1985 Associates Degree in Criminal Justice

TEACHING EXPERIENCE

Franklin Pierce College, Salem, New Hampshire 1996 – 2000 Instructor/Adjunct Faculty – Criminal Justice Management, Business Management and Sociology courses.

Hesser College, Manchester, Portsmouth, and Salem, New Hampshire 1993 – 2000 Instructor/Adjunct Faculty – Criminal Justice, Corrections and Legal courses.

MILITARY BACKGROUND AND EXPERIENCE

United States Marine Corps and Reserve 1976 – 1982 Military Intelligence as Interpreter/Interrogator, Defense Language Institute, Training Officer and Platoon Leader. Honorable Discharge

7 Christopher Reid, Esq. Cafarelli & Reid, LLC 525 Lacey Road, Suite D, Forked River, NJ 08731 609-597-1111 [email protected]

Summary of Qualifications Seasoned attorney with specific expertise in land use, including appointments as attorney for land use boards, representation of developer applicants, and Board Member; Coordinate development projects from due diligence meetings to land use board application and hearing, through preconstruction, inspections and completion. Manage communications between Mayor and Governing Body with developers, engineers, planners, and attorneys; complete administration, supervision, and management of planning board and zoning board of adjustment; coordinate and assist Master Plan preparation and review, including Regional Center Plan Endorsement with the New Jersey Office of Planning Advocacy.

Highly qualified municipal government business administrator with direct experience in collective bargaining negotiation, personnel, and disciplinary hearings; recognized success in critical relationship building and navigating sensitive liaison roles; proven track record of process improvement, increasing revenues, and delivering high quality services through building and leading teams and functions.

Education • Juris Doctor, Michigan State University College of Law o Concentration in Taxation • Bachelor Science Finance, University of North Carolina Greensboro

Certifications • Affordable Housing Professional Certification, Rutgers University – Center for Government Services • Zoning Officer Certification, Rutgers University – Center for Government Services • Board Secretary Certification, Rutgers University – Center for Government Services • School Business Administrator Certification pursuant to N.J.A.C. 6A:9-12.4

Experience Cafarelli & Reid, LLC – Attorneys At Law - 525 Lacey Road, Suite D, Forked River, NJ – 2004 – Present • Commercial and Residential Land Use applications • Purchases and Sales, Leases, and Foreclosures • Personal Injury • Civil Litigation • Municipal Court

Director Department of Community Development – LACEY TOWNSHIP, NJ – December 2015 – Present • Director of the Community Development Program and all its personnel, administration, budget, planning and development programs for promoting and administering a comprehensive community development service. Administrative responsibility for Planning Board, Zoning Board of Adjustment, Construction Office, Zoning Department, Code Enforcement, Registrar, and Board of Health

Business Administrator – BERKELEY TOWNSHIP, NJ – April 2013 – October 2015 • Chief Administrative Officer of township. Liaison between administration and governing body. Assist in preparation of municipal budget and capital expenditures and administer budgetary control. Coordinate the administration and operation of various departments, divisions, offices and agencies, including Police, Land, Construction, Inspections, Code Enforcement, Fire Prevention, Clerk, Registrar, Public Works, Recreation, Tax Collection, Tax Assessment, Sanitation, Finance, and Personnel. Develop and administer personnel system and act as certifying agent to the Department of Civil Service, Negotiate collective bargaining labor contracts. Develop and administer community development initiatives and long-range planning of public and private development of the municipality, including Master Plan development and review, affordable housing, open space acquisition and preservation, and assist with management of planning and zoning board applications and operations. Coordinate activities of all independent boards and agencies of the municipality, Lead all Township Council public meetings.

Representative Clients • Manchester Township Zoning Board of Adjustment • Point Pleasant Beach Zoning Board of Adjustment • Somerville Zoning Board of Adjustment • Little Egg Harbor Zoning Board of Adjustment • Barnegat Zoning Board of Adjustment • Ocean Township Zoning Board of Adjustment • Lacey Township Public Defender • Borough of Seaside Heights Public Defender • Borough of Seaside Heights Hearing Officer • Borough of Ocean Gate Labor Counsel • Long Beach Township Conflict Public Defender • Lavallette Borough Hearing Officer • North Plainfield Hearing Officer

Richard T. Reinhard 3520 South Dakota Avenue NE Washington, DC 20018 Email: [email protected] 202-669-2205 (mobile) www.linkedin.com/in/richardtreinhard/ ______

EXECUTIVE PROFILE

Accomplished municipal-government professional with proven abilities in forging and managing meaningful public-private partnerships, improving commercial and neighborhood districts and creating a culture of confidence and mutual trust. Solid analysis, leadership and problem-solving abilities. Demonstrated success in: • Strategic Planning and Execution • Citizen Participation Processes • Analysis and Problem Resolution • Oral and Written Communication • Public-Private Partnerships • Creativity and Innovation ______

PROFESSIONAL EXPERIENCE

Chief Administrative Officer/Director of Resource Development 2015-present United Methodist Church General Board of Church and Society, Washington DC Heading strategic planning and operational implementation for social policy arm of global United Methodist Church.

Deputy Executive Director 2007 - 2015 Downtown DC Business Improvement District, Washington, DC Repositioned $11 million per year public-private partnership to respond to changing economics and expectations. Led implementation of real-time reporting of service calls and improved evening and weekend service for street “ambassadors.” Led development of GIS-based system to report and monitor conditions of 17 field assets (trees, lights, benches), resulting in a 400 percent improvement in repairs. Implemented first public recycling program in the District of Columbia. Developed general management agreement with National Park Service to establish public-private partnerships to improve 32 parks. Implemented major public art initiative, the New York Avenue Sculpture Project, with National Museum of Women in the Arts. Led implementation of digital communications. Developed growth strategy and “spinning off” of the National Cherry Blossom Festival.

Managing Director 2005 - 2007 Urban Development and Infrastructure Finance, Urban Land Institute, Washington, DC Created and grew new organizational initiative focusing on the role of public infrastructure in urban development. Authored “Infrastructure 2007: A Global Perspective,” used as the model for seven subsequent reports. Developed infrastructure-related programming for annual conferences, annual forum and multiple District Councils.

Chief Executive 2004 - 2005 Ilex Urban Regeneration Company, Derry ~ Londonderry, Northern Ireland Developed and managed a public-private partnership to work on the economic, physical and social regeneration of the second-largest city in Northern Ireland, including redevelopment of two former military bases. Provided the framework for a future Regeneration Plan. Richard T. Reinhard

President 2000-2003 Central Atlanta Progress and Downtown Improvement District, Atlanta GA Managed a collection of non-profit corporations to revitalize Downtown Atlanta. Oversaw an annual budget of $10 million, staff of 90. Reported to two boards of 80-plus corporate and civic leaders. Implemented McKinsey-formulated strategic plan to “right-size” and transform funding. Developed plan that increased size of Business Improvement District by 50 percent and budget by 100 percent. Initiated development partnerships that led to more than $100 million of streetscape improvements citywide.

Chief Operating Officer Niagara Falls Redevelopment Corp., Niagara Falls NY and Toronto, Ontario 1997-1999 Developed regional plan (“Citizen’s Map”) and 150-acre redevelopment plan (“People’s Plan”) to revitalize Niagara Falls for Toronto-based, private-sector development corporation, leading to improvements still being made today.

Chief of Staff Office of the Mayor, City of Buffalo NY 1996 -1997 Served as chief administrative officer of New York State’s second-largest city for Mayor Anthony M. Masiello. Instituted first successful City Charter Commission since the 1920s to restructure city government. Represented city on major public-private planning and development initiatives, including overseeing citywide “Neighborhood Summits.” Conceptualized, strategized and consulted on formation of Buffalo-Niagara Medical Campus organization, responsible today for a 120-acre campus with a total economic impact of $1.5 billion and 8,500 jobs.

EDUCATION

Loeb Fellowship in Advanced Environmental Studies, Harvard University Graduate School of Design, Cambridge, MA Master of Business and Public Management, Jesse H. Jones Graduate School of Administration, Rice University, Houston, TX, Concentrations: Marketing and Public Management. Bachelor of Science, College of William and Mary, Williamsburg, VA, Major: Biology.

PROFESSIONAL ASSOCIATIONS

• Full member, Urban Land Institute; Served on advisory services panels for Manhattan Beach, CA; St. Petersburg, FL; Louisville, KY; Nashville, TN; San Bernardino, CA; St. Joseph, MO; Chesterfield County, VA; and Allentown, PA. • Board of Directors, International Downtown Association, Washington, DC, 2002-2004. Served on advisory services panels for Chicago, IL; Orlando, FL; Phoenix, AZ; and Manchester, NH. • Review Panel, National Awards for Smart Growth Achievement, U.S. Environmental Protection Agency, 2007, 2010, 2013. • Selection Committee, Loeb Fellowship, Harvard University Graduate School of Design, Cambridge, MA, 2000-2003. Ronald N. Renaud

2 Lincoln Drive Cell Phone: (401) 595-7671 North Smithfield, Rhode Island 02896 Email: [email protected]

BUSINESS EXECUTIVE PROFILE

Self-motivated, innovative leader with a successful track record in managing large scale organizations and projects. Tactical leadership in developing teams and organizational missions to reach desired objectives and achieving organizational goals. Experienced in developing cost effective solutions and communicating effectively to various audiences while achieving project success. Possess a solid financial and operations background with significant experience in technology implementations and operational efficiency.

PROFESSIONAL EXPERIENCE

Commonwealth of Massachusetts 08/2015- Present Department of Capital Asset Management and Maintenance (DCAMM) Deputy Commissioner, Administration & Finance The Deputy Commissioner for Finance and Administration within the Division of Capital Asset Management and Maintenance (DCAMM). Serving as the COO, CFO and CIO for a 400 person agency. Our combined Capital and Operating budgets are approximately $600M annually. Duties include the development, modeling and presentation of budgets to the Executive Office of the Governor. Responsible for all accounting and financial transactions to support capital program expenditures, Oversee the office of Access & Opportunity (M/WMBE compliance, community outreach) to ensure diversity in the workplace. Manage Contractor Certification ensuring that the Commonwealth procures financially and proficient contractors. Manage the Process and Performance Analytics team including predictive analysis and business process management. As the Department’s Chief Information Officer I have successfully implemented and released new technology platforms to support customer and contractor experiences. These solutions have been Cloud-based, shared resources standalone applications. Serve as primary liaison with the Office of the State Comptroller and the Executive Office Technology Services.

State of Rhode Island 07/2007 – 4/2015 Department of Administration, Providence, R.I. Executive Director

Responsible for all capital development of state-wide initiatives consisting of new construction, rehabilitations, implementation of process improvements, financial operations including, budgets audits and Administration initiatives. Actively managed the maintenance and infrastructure of four major campuses that included over one-hundred buildings serving more than fifteen-thousand employees, visitors and wards of the state. Annual budget of approximately $250M.

Managed seven distinct divisions consisting of Capital Projects and Property Management, Facilities Management, Building Code Commission, Contractors’ Registration & Licensing Board, Fire Safety Code Board of Appeal & Review, Office of Library and Information Services, and Risk Management. Managed a staff of over 800 people including the RI Sheriff’s, Capitol Police, Accounts and Control, Bureau of Audits and Central Business Office.

Ronald N. Renaud Page 2

Served as Chairman of the State Properties Committee, oversaw all government real estate transactions and licenses. Served as the Governor’s appointment on the Capital Oversight and Planning Commission.

Previously served as Interim Commissioner of the Office of Energy Resources; directed Low Income Heating Assistance programs, energy program development and energy saving initiatives.

Sansiveri, Kimball & McNamee L.L.P., Providence, R.I. 12/1997 –7/2007 Director, Technology Solutions Consulting

A full service Accounting practice, I Created the Firm’s Technology and Professional Service Consulting Practice; had complete responsibilities for P&L, staffing and business development. Significant experience in presenting technical, financial and business solutions to senior and technical audiences.

Led companies and executives in the assessment, design and implementation process of information technology strategies concentrating on financial, ERP, project management, client/server deployment, disaster planning and general IT department operations. Responsible for business and client development through prospect, referral and internal project development. Developed sales campaigns and programs to increase market share and Firm presence.

Fleet Financial Group, Boston, MA and Providence, R.I. 1994 – 12/1997 Vice President, Commercial Development Group

Served as a senior liaison between corporate administration and the Presidents of various lines of business. Primary responsibilities included developing corporate marketing, sales and technical initiatives to support lines of business, such as, CRE, Middle Market, Asset Management, Leasing and Global Services throughout the Fleet franchise.

Appointed to the role of program manager between the technology development team while representing the interest and direction of corporate administration and multiple business units within the commercial business sector. Developed a corporate sales force automation platform.

Digital Equipment Corporation, Maynard, MA 1991-1994 Marketing and Sales Manager

Responsible for the development of the sales and technical marketing strategy for the Massively Parallel Systems Group (Super Computer Group). Had direct and indirect sales goals and quota in excess of $10M annually. Had worldwide sales responsibilities working with National Labs and Fortune 100’s.

Digital Equipment Corporation, Providence R.I. 1984-1991 Account Manager

Consultative selling working with manufacturing, healthcare and engineering companies. Sales responsibilities within the state of Rhode Island including local government and education markets. Senior account rep for Brown University, University of RI and other area institutions. Initiated and led the signing of Textron Corporation to a national sales agreement and transitioned it over to the national account team.

Ronald N. Renaud Page 3

EDUCATION Bryant University, Smithfield, R.I. Attended the MBA Management Program Bryant University, Smithfield, R.I. BS in Business Administration (Public Administration & Accounting) Brown University, Summer Program, Providence, R.I Mt. St. Charles Academy, Woonsocket, R.I.

AWARDS

R.I. International Film Festival Producers Circle Award Korean Veterans Appreciation Award Vigilant Guard / RI National Guard Appreciation Award Bryant University Athletic Hall of Fame University of R.I. College of Engineering “Royal Wales Award” Town of North Smithfield “Appreciation Award for Community Service” KRANE Karate Hall of Fame City of Newport RI. Ambassador’s Award

MEMBERSHIPS & VOLUNTEER WORK

Coach: Bryant University Karate Club Various Fraternal and Civic Organizations Served 10 years on the Rhode Island Industrial Facilities Corporation. Past Board of Director Landmark Medical Center Former 18 Year member of the North Smithfield Town Council Finance Committee and Trustee, St John the Evangelist Church 276 E. Marina Pkwy. Lorain, OH 44052 Chase Ritenauer [email protected] 440.213.9183

PROFESSIONAL EXPERIENCE LEADERSHIP Mayor of City of Lorain Chairman of the Northeast Ohio Mayors and City Managers Association Lorain, OH; January 2012—Present Elected in 2011 as Lorain’s youngest mayor and as one of the youngest Chairman of Northeast Ohio Area Coordinating Agency Policy Committee and member of big city mayors in the country. During tenure in office, focus has been Finance Committee on reducing crime, eliminating blight, fixing aging roadways and infrastructure, and balancing the city’s budget while continuing to Founding Member of the Ohio Mayors’ Alliance of the Top 30 largest Ohio cities provide essential city services. Named the 2017 Winner of “Friend of • Oversaw over 250 million dollars of infrastructure investment in Education” from the Ohio School Public roads, waterlines, and sewers. Relations Association for work with the Lorain • Eliminated slum and blight by leading efforts to demolish over 200 City Schools vacant, abandoned structures. Member of Northeast Ohio Sustainable • Led the City of Lorain out of state issued “Fiscal Watch,” a Communities Consortium Launch Board designation the city had for 11 years. Program Coordinator for the Lorain County Director of Public Safety and Service and Public Works Community College Public Administration Commissioner Program North Olmsted, OH; April 2010—December 2011 HIGHLIGHTS Directed overall operations and personnel for the City of North Olmsted Led effort to remove City of Lorain from State of including Police, Fire, Forestry, and Wastewater Divisions, which Ohio issued “Fiscal Watch” by passing first new included 180 full time employees. Worked as the Mayor’s liaison to city money city levy in 20 years and; subsequently, council and the public on safety and service concerns. passed a new money fire levy 4 years later. Spearheaded over 250 million in city • Led city conversion to automated trash collection, which resulted in infrastructure investment and elimination of city cost savings for several contract cycles. over 200 blighted properties. • Formulated strategy for the city to combat chronic flooding. Embraced and invested in police department • Reformed staffing and policy in police and fire departments to save plan and saw a nearly 35 percent decrease in taxpayer dollars. violent crime from 2013-2015. Deputy Safety/Service Director and Safety/Service Administration EDUCATION AND TEACHING Lorain, OH; January 2008—April 2010 Master of Arts, The University of Akron, 2007 Responsible for crafting and implementing the city’s 100-million-dollar Bachelor of Arts, Heidelberg University, 2005 annual budget. Directed operations and project management for 150 Associate of Arts, Lorain County Community College, 2003 employees in the Utilities Department and Engineering Department. Passed 2 parts of the Certified Public Accountant • Worked with Utilities Director in securing grant funding for Black Exam; sit for next 2 parts in Summer/Fall 2018 River restoration work. Graduate Assistant and Adjunct Faculty at • Served as part of executive team to bring budget into structural various institutions 2005-2010;2016 balance. Adjunct Faculty at Lorain County Community • Created and completed business site visit program. College, 2010-Present

J. MARK ROONEY 2 RONAN ROAD . HIGHWOOD . IL . 60040 847 . 525 . 0829 [email protected]

PROFESSIONAL EXPERIENCE Interim Town Manager, Westerly, RI Apr 2018 - present Chief Executive Officer for a coastal community located 2.5 hours from New York and Boston. 22,787 residents / 40,000+ summer months. Home to magnificient beaches on the east coast, including Watch Hill. Westerly’s thriving tourist economy supplements a healthy mix of commercial and residential tax base exceeding $6.2B in EAV. FY 2017/18 overall budget $90M. 180 FT and 50 PT employees. Responsible for ten operating departments. Village Manager, Carpentersville, IL Sep 2010 - Jan 2018 Chief Executive Officer for a suburb located 32 miles northwest of Chicago. 39,000 residents. FY 2017 overall budget of $65M, 178 FT and 42 PT employees. Responsible for seven operating departments. Accomplishments: • Oversaw the creation of 4 new TIF districts; maintained positive and collaborative intra-governmental relations with impacted tax districts: schools, park and Kane County. • Negotiated a $4.3M TIF incentive to bring a $25M Wal-Mart Super center. (185,000 sq ft and gas station). Generates additional $1.2M sales tax, $80K local gas tax and $650K property tax for the Village. • Implemented a “priority-based” budget process which resulted in the Village adopting 7 successive balanced budgets with no reduction of service levels and a $9.7M General Fund balance as of December 2017, a $6.6M increase from 2010. • Implemented the reorganization of 9 operating departments to 7 in 2011, resulting in the elimination of 25 full-time and 15 part-time positions resulting in annual savings of $1M. • Coordinated the completion of a comprehensive revision of the Village economic development process. Created “Get to Yes” operating slogan to implement Village Board goal of being business friendly. • Negotiated a new, solid waste contract with a private sector company. Saved the Village $1M over a 5-year contract term by implementing curbside solid waste and recycling containers. • Managed the construction of a $13M, 120,000 sq ft Public Works building and $2M Village Hall rehab. • Worked with staff and financial consultants to upgrade the Village’s bond rating to AA2. • Received the Illinois Public Employer Labor Relations Association 2011 James Baird Leadership Award. One of three communities nationwide to receive the National Public Employer Labor Relations Association 2012 Pacesetter Award for the Village’s leadership and innovation in collective bargaining. Collectively the agreements saved the Village over $250K by healthcare and step pay plan changes. • Increased transparency rating by IPI, an independent watchdog agency, from 46% to 96%. • Negotiated 12 intergovernmental agreements with various government entities. • Initiated the Village adopting the Greenest Region Compact 2 to address and act on common public policy issues and multi-jurisdictional challenges regarding sustainability and environmental stewardship. Chief of Staff, North Chicago, IL(non-ICMA recognized position) Nov 2009 - Sep 2010 Chief of Staff for a suburb located 35 miles north of Chicago. Diverse population of 36,000. Home to the Naval Station Great Lakes, Rosiland Franklin Medical Center and Abbott Laboratories. FY 2009/10 overall budget of $37M. Reduced $2.3M deficit to $650,000. Village Manager, Wheeling, IL Oct 2006 - Oct 2009 Chief Executive Officer for a suburb located 25 miles northwest of Chicago. 36,000 residents. Extensive industrial and office parks bring the daily population to over 100,000. FY 2008 overall budget of $96M, 260 FT and 45 PT employees. Municipal board member of the Northwest Water Commission. Representative to Solid Waste Agency of Northern Cook County, SWANCC. Member of the Board of Directors of the Chicago Executive Airport, the third busiest airport in Illinois. J. MARK ROONEY

PROFESSIONAL EXPERIENCE Accomplishments: • Maintained Wheeling’s AA+ Fitch Investor Services and S&P AA bond rating. • Manage the $25M construction of a 48,000 sq ft Village Hall. • Demonstrated the cost savings of “Design Build” $13M, 48,000 sq ft Public Works building; $6.2M, 24,000 sq ft Fire Headquarters facility; $5.1M, 48,000 sq ft renovation of Police Station and 911 Center. Total savings exceeded $3M. • Implemented two new TIF districts and negotiated a 11-year extension of an expiring TIF. • Negotiated Village purchase of over 30 retail properties, totaling in excess of $15M to accomplish downtown redevelopment plan. • Negotiated $7.5M Village TIF incentives for retail and commercial development (projected value $26M). • Negotiated with Village of Wheeling Park District and Metropolitan Water Reclamation District for the storage requirement of Levy 37, on the Des Plaines River to prevent regional flooding. Construction cost projected in excess of $30M. • Created a Forestry Division within Public Works; Managed by certified arborist. • Created an Information Technology Department; Implemented GIS via an intergovernmental cooperative agreement with 12 communities. • Negotiated IGA between Wheeling and the Cook County Forest Preserve to create a unique prairie restoration, canoe launch and bike/jogging trail. Assistant Village Manager, Wheeling, IL Mar 2003 - Oct 2006 Accomplishments: • Lead negotiator for all collective bargaining agreements (Police, Fire and Public Works). • Initiated request for a “special census” to ensure recent growth from new construction and annexation would be reflected in state revenue sharing figures and utility taxes. $3M, 6-year, projected fiscal impact. • Applied and received $240K Brownfield Grant from IEPA. • Negotiated exclusive waste hauler contract. $175K annual franchise payment to Village. • Negotiated a $22M TIF incentive for a $110M, 412 roomWestin Hotel, retail and restaurant complex. City Administrator, Highwood, IL Feb 1996 - Mar 2003 First City Administrator in Highwood’s 112-year history. Located 28 miles north of Chicago. 5,600 residents. Responsible for all aspects of City administration and policy implementation. Accomplishments: • Redevelopment of Fort Sheridan, a former Army base identified for closure under BRACC in 1988 and closed in 1992. Served as Highwood’s chief negotiator in the redevelopment of Fort Sheridan from a former military facility to a premiere residential community. Preservation of unique historical and environmental features, which include 92 buildings listed on the National Historic Register and the restoration and conservation of its natural beauty and 2-miles of public beach access. • Efforts recognized by the Illinois Planning Association in conjunction with the City Manager of Highland Park. Received award for historic preservation and adaptive reuse. • Negotiated over 40 intergovernmental and developer agreements. Worked effectively with various levels and departments of government, i.e. Departments of Defense, Army and Navy, U.S. Senate, U.S. Congress, State of Illinois, Lake County, Cities of Highland Park and Lake Forest and 5 nonprofit organizations that held land interest on the closed military base. • Managed $4.9 capital improvements to the City’s water treatment plant and associated infrastructure to include a new, 1 million gallon water tower. • Negotiated model agreements for telecommunication providers, which generated over $300K annually. • Negotiated police and fire dispatch service which saved the City $75K annually and dramatically J. MARK ROONEY

PROFESSIONAL EXPERIENCE Staff Assistant to Senator Paul Simon June 1992 - Feb 1996 • Achieved bipartisan consensus to facilitate the passage of Senate and House Bills which resulted in the redevelopment of Joliet Arsenal, Fort Sheridan, Glenview Naval Air Station and Rantoul Air Base. United States Army Officer, Lieutenant Colonel, Retired Nov 1983 - June 2014 Active Duty 1983 - 1991 Reserve Duty 1991 - 2014 Held positions of leadership and responsibility in domestic and international locations, including Germany, Korea, East and West Africa. Graduated from military schools with emphasis on leadership, problem solving and cohesive team building skills. Possessed top-secret security clearance. Desert Storm Oct 1990 - June 1991 Saudi Arabia, Iraq & Kuwait Operation Iraqi Freedom Feb 2005 - June 2006 Iraq Senior Advisor for Military Transition Team (MiTT) Awards • Awarded the Bronze Star with V-device for valor, Combat Action Badge. EDUCATION & CERTIFICATIONS ICMA Credentialed Manager (will be recertified summer 2018)

Graduate of Command & General Staff College, Ft. Leavenworth, KS Civilian equivalent to Master Degree in Leadership Management

Northern Illinois University, DeKalb, IL Completed all coursework for Master of Public Administration

University of Nebraska, Lincoln, NE Bachelor of Science, Economics & History AWARDS • ILCMA Special Service Award for Service to the Profession. • Labor Relations and Collective Bargaining: IPELRA - Leadership Award 2011 NPELRA - Pacesetter Award 2012 Paul Alan Rosen, MPA 35 Marjorie Trail, Ormond Beach, FL 32174 • (954) 644-9999 • [email protected]

SUMMARY

13 years of local government experience in the following areas:

• Fiscal & Policy Analysis • Business Process Improvement • Outcome Based Budgeting • Performance Measurement & Reporting • Strategic Planning • Project Management • Group Facilitation • Public Speaking

EXPERIENCE Assistant City Manager City of Port Orange, Florida Jan. 2015 - Present Port Orange is the 3rd largest city in Volusia County serving 60,000 residents. The City has a budget of $107 million and 475 FTEs. Served as Interim from January through September 2015.

Responsibilities: ▪ Serve as Acting City Manager in the City Manager’s absence. ▪ Supervise City Clerk’s Office. ▪ Supervise department heads for special projects. ▪ Organize City Council strategic planning sessions. ▪ Assist in the City’s lobbying efforts to the State Legislature. ▪ Serve as the City’s Incident Commander along with the City Manager during natural disasters. ▪ Serve as project director for Enterprise Resource Planning (ERP) project. ▪ Prepare and present agenda items to City Council. ▪ Manage contracts of city-wide significance. ▪ Forge relationships with residents, businesses, agencies and other local governments. ▪ Perform investigations regarding allegations of department head misconduct when necessary.

Accomplishments: ▪ Created a detailed 5-year forecast that highlighted previously unforeseen future concerns. ▪ Researched and recommended increases to the City’s fund balance policy based on best practice. The extra savings were extremely valuable during Hurricanes Matthew and Irma. ▪ Coordinated FEMA reimbursement process for Hurricane Matthew, which has been almost completely refunded in less than two years. ▪ As Interim Administrative Services Director, successfully negotiated labor contracts in 2015. ▪ Implemented changes to the estopple letter request process. Recommendations led to: o A decrease in turn-around time from 5 – 7 days to 24 hours o A 50% reduction in cost to some customers o A savings of 1 full FTE in the Clerk’s Office, among others ▪ Coordinated, edited and wrote stormwater grant requests for the Florida Legislature totaling $1,500,000, which were signed by the Governor over the last two years. ▪ Researched changes to local fire pension plan that would increase benefits and reduce costs including annual funding amounts by 60%. ▪ Implemented changes to the satisfaction survey, which increased resident participation by 62%. Paul Alan Rosen Page 2 Senior Management Advisor Management Partners, Inc. Apr. 2013 – Jan. 2015 Management Partners is a local government management consulting firm with offices in Ohio and California. The firm specializes in helping local government organizations improve their operations. Clients include many large and small cities and counties throughout the United States.

Responsibilities: ▪ Responsible for all aspects of project management including providing client management, leading associates in disciplined work, executing plans, coordinating project teams, and producing high quality reports and memorandums for cities and counties. ▪ Prepared project scopes, developed, communicated and executed project schedules and kept multiple consultants informed of deadlines. ▪ Conducted complex research and analysis to support actionable recommendations for clients. ▪ Wrote and presented reports to elected officials and municipal management. ▪ Conducted training for local government leaders on best practices in budgeting and performance measurement.

Accomplishments: ▪ Managed a project to compare the budget functions of approximately 20 Central Florida cities to determine best practices in budget structure and function. ▪ Analyzed development review and impact fees for the City of Cincinnati, OH to calculate revenue recovery and compare fees with similar jurisdictions. ▪ Managed an efficiency study for the City of West Palm Beach’s Parks and Recreation Department that resulted in 37 recommendations for improving services while reducing expenditures. ▪ Analyzed financial and risk management related functions as part of a city-wide organization analysis for the City of Sanford, Florida that resulted in 71 recommendations, which had a combined fiscal impact of over $8.7 million in cost savings and revenue enhancements. ▪ Managed a project to determine the feasibility of a regional jail facility for Baldwin County and the cities of Gulf Shores, Orange Beach, and Foley, Alabama. ▪ Provided training for 90 elected and appointed executives for DeKalb County, Georgia on best practices for outcome-based budgeting and performance measurement. ▪ Assisted the City of Los Altos, California in documenting all Human Resources and Risk Management related functions.

Budget Manager Washoe County, NV Feb. 2012 – Apr. 2013 Washoe County encompasses approximately 6,542 square miles in northwestern Nevada including the Cities of Reno, Sparks and parts of Lake Tahoe. The County has a budget of $635 million and 2,665 FTEs that serve a population of about 448,316.

Responsibilities: ▪ Supervise Budget Division staff. ▪ Prepared annual operating and capital budget for entire organization. ▪ Designed and administered community budget survey and compared results with budget. ▪ Prepared and presented budget related information to County Commission. ▪ Analyzed impact of federal and state legislation on the County. ▪ Served on numerous executive level teams involved in strategic planning for the County. ▪ Represented the County in various public meetings. Paul Alan Rosen Page 3 Accomplishments: ▪ Created new budget book presentation for easier reading by the public. ▪ Won the GFOA Distinguished Budget Presentation award. ▪ Created and coordinated new 3-year planning process, which incorporated long-term strategic planning into the budget process. ▪ Expanded the capital improvement process to include larger groups of decision makers for a more well-rounded approach to capital planning. ▪ Simplified the quarterly revenue and economic report to better reflect the audience of elected officials and department heads.

Financial Systems Manager (actual title) / Special Assistant to the County Manager Fulton County, GA Jun. 2009 – Feb. 2012

Fulton County is the home of the state capital – Atlanta. It is the largest county in Georgia, serving a population of over 1 million with a budget of over $1 billion and almost 5,400 FTEs.

Responsibilities: ▪ Assisted constitutional officers and department heads in creating new performance measures. ▪ Trained elected officials and executives on the basics of outcome budgeting. ▪ Developed and administered the County Manager’s Department budget of $11 million. ▪ Facilitated process improvement studies for various departments. ▪ Responded to County Commissioner inquires on financial and analytical matters. ▪ Developed and implemented policies and procedures. ▪ Prepared and presented various research and special studies to elected officials and executives. ▪ Served on the Citizen Engagement Committee, which provided strategic direction for the County in engaging the community in the budget and long-range goals.

Accomplishments: ▪ Supervised the County’s transition to outcome based budgeting, which helped save over $50 million annually. ▪ Collaborated with the Tax Commissioner to solve sensitive billing and payment issues. ▪ Coordinated with Constitutional Officers in the Judiciary in order to analyze the enhancements of revenue from the Court System. ▪ Worked with the Sheriff to analyze the impact of a new County Jail, and the possible closure of the regional Peace Officer Standards and Training Academy. ▪ Edited the 2009 and 2010 budget documents, which received the GFOA presentation award. ▪ Organized the $25 million five-year capital program for entire County. ▪ Saved $3.1 million by seeking creative revenue enhancements and cost reductions. ▪ Created the Community-Based Budgeting activity, which the County used to gather citizen input and increase involvement in the budget process. ▪ Facilitated process improvements, which reduced process times by up to 50%.

Paul Alan Rosen Page 4 Senior Budget and Management Analyst Broward County, FL Jun. 2005 – Jun. 2009

Broward County, Florida is the second largest county in the State with a population of 1.9 million, a budget of approximately $4.84 billion and 6,242 FTEs.

Responsibilities: ▪ Developed, coordinated, and monitored agency operating and capital budgets for departments including: Finance, Purchasing and Aviation totaling over $450 million annually. ▪ Created, analyzed, and reported on over 100 key performance measures for assigned agencies. ▪ Served on the County’s union negotiating team, analyzing fiscal impacts of contract changes. ▪ Completed process improvement studies for various departments. ▪ Facilitated strategic planning sessions to create goals, objectives and outcomes. ▪ Responsible for position management for assigned agencies. ▪ Analyzed fiscal and organizational effects of state legislative bills. ▪ Presented departmental budgets to County Commission. ▪ Responded to citizen concerns regarding the budget and Ad Valorem taxes. ▪ Analyzed administrative, operational, and fiscal problems, and recommended sound solutions.

Accomplishments: ▪ Promoted twice in four years ▪ Wrote synopsis of The Price of Government, which the County used to create the outcome based budgeting process. ▪ Assisted in the creation and implementation of outcome-based budgeting that was successful in reducing the annual budget by $80 million. ▪ Facilitated process improvements in Budget, Purchasing, and Housing Finance, saving over $100,000 annually. ▪ Created and coordinated new IT capital request process for the entire County.

County Manager Intern Schenectady County, NY Jan. 2004 – Jun. 2004

Schenectady County is adjacent to the Capitol of Albany. The County supports a population of 155,000 with an operating budget of approximately $320 million.

Responsibilities: ▪ Assisted in the preparation of the annual budget. ▪ Supported the development of a new Assigned Council program. ▪ Assisted in the coordination of agenda process for County Commission meetings.

Accomplishments: ▪ Assisted in analysis that reduced prescription drug costs for the County nursing home. ▪ Created a new Access database to track over 100 county programs.

Paul Alan Rosen Page 5

EDUCATION MPA with Honors – Local Government Management, 2005 Rockefeller College of Public Affairs and Policy – Albany, NY Bachelor of Arts, Psychology, Summa Cum Laude, 1999 University at Albany-SUNY – Albany, NY CERTIFICATIONS Crisis Leadership and Decision Making (FEMA), 2018 Six Sigma Yellow Belt (Florida Benchmarking Consortium), 2015 IS-100.b Introduction to Incident Command System (ICS-100), (FEMA), 2015 IS-700.a National Incident Management System (NIMS) An Introduction, (FEMA), 2015 Essential Management Skills Certificate (ICMA), 2011 Certificates in Process Improvement and Advanced Facilitation, 2006

INFORMATION TECHNOLOGY SKILLS Expert in Microsoft Office products including: Excel, Word, Outlook, Visio, PowerPoint and others. Experience with ERP Systems such as: CGI/AMS Financials, SAP and Superion

PUBLICATIONS & OTHER RELATED EXPERIENCE 2017-2019 FCCMA Professional Management Matters Committee 2017 Speaker: Lessons Learned from Hurricane Matthew: How to Increase Your Chances Of Reimbursement from FEMA (FCCMA Conference) 2016-2017 FCCMA Conference Planning Committee 2014-2016 FCCMA Professional Development and Training Committee 2015 Rosen, A. & Belknap, A. (2015). Navigating the Economic Upturn: Five Priorities to Guide Managers. Public Management, 97 (7), 28. 2011 Rosen, A. (2011). Tips for TIFs: How to get a quicker return on your tax increment financing dollar. Public Management, 93 (4), 14-17 2004-2005 ICMA Conference Planning Committee Member PROFESSIONAL MEMBERSHIPS Florida City and County Management Association IETRO CALERA 331 Ridgewood Drive, Bloomingdale, IL 60108 P S Home: (630) 671-9121 E-Mail: [email protected]

PROFESSIONAL EXPERIENCE General Management/Board Relations Village Board support, legislative initiatives, resident communication and problem solving, Advisory Commissions (5) support, policy recommendations, ordinance and resolution preparation. Village Zoning and Ethics Officer.

Financial Management Responsible for management of the Village’s $37.94 million budget that includes $29.03 million in operational costs and $8.91 million in capital outlay and debt service in a very fiscally challenging environment; increased accountability of departments within the budget process; recommended change in Insurance Brokerage Services resulting in $120,000 savings for Glencoe and $70,000 for Riverside; recommended change in IT vendor and Engineering Services resulting in annual savings of $25,000 and $30,000 respectively.

Grant Management As a result of state and federal economic conditions the Village has had to work hard at identifying and applying for grant monies to help offset the cost of infrastructure projects and equipment. In Bloomingdale the Village was able to secure $525k in grants to assist with a $3.2 million streetscape and infrastructure improvement project in the Village’s Old Town District; the Village also received a $139k ComEd grant to convert the Village’s street lights to LED fixtures. In Riverside working with the Illinois Environmental Protection Agency the Village was awarded a $503k grant for the construction of a new green parking lot for the Central Business District (CBD) and the replacement of two asphalt alleys with green permeable pavers; a $100k grant from the Illinois Department of Commerce and Economic Opportunity for updates to the Village’s Supervisory Control and Data Acquisition (SCADA) System; a $160k grant from the West Suburban Mass Transit District for tuck pointing and replacement of windows at the Village’s Historic Train Station; a $817k grant from the Illinois Department of Commerce and Economic Opportunity for the replacement of the Village’s Historic Train Station clay tile roof; $6k lighting grant for train station platform; $755k grant from the Illinois Department of Commerce and Economic Opportunity for streetscape improvements to the Central Business District; $2.1 million in American Recovery and Reinvestment Act for replacement of water mains; grant through the Chicago Metropolitan Agency for Planning to participate in a two year Local Technical Assistance Program leading to development of a Central Business District plan formulating a vision and identifying development strategies for improving the function and character of the Village’s downtown, while building on the Village’s image and identity. While in Glencoe authored and managed a $240k Brownsfield Grant from the EPA for the remediation of a former landfill site that was redeveloped for two new car dealerships bringing much needed sales tax revenue.

Personnel Management Preparing and submitting annual salary and manpower allocation reports to the Village Board; recruitment and hiring of numerous key department director positions including Finance Director, Fire Chief, Public Works Director, Community Development Director, and Parks & Recreation Director; direct daily personnel actions for Police, Village Services, Public Works, Finance and Administration (133 FT & 35 PT); creation of an annual safety awards program to help boost employee morale and encourage employees to place “Safety First” (Glencoe) leading to a reduction in worker’s comp cases; collective bargaining oversight for three bargaining units – FOP- Patrol; FOP – Civilian; International Union of Operating Engineers Local 150– Public Works; updates to Bloomingdale and Riverside Employee Manual.

Intergovernmental Coordination Active participation in the DuPage Mayors and Managers Conference (DMMC), a council of 33 municipal governments in DuPage County, and West Central Municipal Conference activities: Intergovernmental and Legislative Committee and Employee Assistance Program. Village delegate to Intergovernmental Personnel Benefit Cooperative (IPBC). Delegate to Intergovernmental Risk Management Association (IRMA) Coverage, Claims & Litigation Committee. Management of EPA Brownsfield Program leading to the commercial development of a former incinerator site providing sales tax revenue (Glencoe). Working with the US Army Corp of Engineers and Illinois Department of Natural Resources to complete a $7.1 million dollar Ecosystem Restoration Project that included removal of a low dam (Fairbanks), notching a 200’ section of Hofmann Dam and site improvements to Swan Pond Park along the Des Plaines River (Riverside). Creation of an Intergovernmental Agreement with the Bloomingdale Fire Protection District, Bloomingdale Park District and school District’s 13 and 93 for the purchase of fuel from the Village (Bloomingdale).

Community Relations and Economic Development Hiring a Community/Economic Development Coordinator (Bloomingdale) to help lead economic development initiatives. Created community brochure, website page highlighting available properties, and outreach to draw businesses to Bloomingdale. Campaign resulted in attracting six national restaurant chains (Starbucks, Chick-fil-A, Mod Pizza, Giordano’s, Texas Roadhouse, and Chipotle); major regional grocer Mariano’s; and two industrial uses (Houston Wire & Cable and Lavezzi Precision, Inc.). The marketing of Bloomingdale also attracted residential builders to our community developing over 100 new single family and townhome units. In Riverside worked to strengthen strained relationship with Chamber of Commerce, ComEd, Nicor and Burlington Northern Santa Fee; facilitated conflict resolution between residential and commercial entities; working with the National Park Service on an update of Riverside National Historic Landmark Application. Staff liaison and coordinator of events for the Economic Development Commission (Riverside).

Information and Technology Management Assisted Glencoe and Riverside in joining a consortium of multiple municipalities to share services of a Geographic Information System vendor to control costs and provide new technological mapping tool to departments and community; managed the purchase and installation of a Voice over IP (VoIP) system for the Village of Glencoe and Village of Riverside; purchased new police records management and computer aided dispatch program along with Wi-Fi system for Fire and Police vehicles (Riverside); supervised development of a web page for the Village of Glencoe and reconstruction of website for Village of Riverside; and change in IT providers for the Village of Riverside.

Public Works Completed water main improvement project ($2.1m); exterior renovation of historic water tower campus ($500k); exterior renovations to historic train station ($978k); Village Hall and E911 Center Renovation Project ($1.1m); streetscape improvements to Riverside Central Business District (755k); coordinated implementation of Construction Site Management Plan (Glencoe); assisted with successful Downtown Streetscape Referendum (Glencoe); conducted Request for Qualification for Village Engineering services (Riverside); a conducted Request for Proposal for Village Refuse Collection Contract (Riverside); actively pursued grant funding for roadway improvements; expended considerable effort on the coordination of forestry and planting activities in an effort to maintain designation as a National Historic Landmark site (Riverside). Working with ComEd moved overhead utility poles to underground service in Village ROW to allow for redevelopment of dilapidated shopping center and vacant gas station.

Recreation Management Assisted with management of a full service golf facility (Bloomingdale and Glencoe); actively participated in community events; Worked with Riverside Recreation Director to successfully implement summer day camp program; negotiated Intergovernmental Agreement with High School for use of facilities expanding program offerings; and coordinated implementation of Riverside Bicycle Plan connecting the north and south legs of the Salt Creek Bike Trail. In Bloomingdale worked with Bloomingdale Public Works and Bloomingdale Township for replacement of two boardwalks; the Park District to begin annual bike ride and rodeo event and annual holiday tree lighting event.

EMPLOYMENT

September 2014 – Present Village of Bloomingdale Bloomingdale, Illinois Village Administrator October 2009 – September 2014 Village of Riverside Riverside, Illinois Village Manager  Riverside is a National Historic Landmark community known as the first “planned” suburb in America. December 2005 – October 2009 Village of Glencoe Glencoe, Illinois Assistant Village Manager  Glencoe is an affluent North shore community located in northern Cook County. January 2001 to December 2005 Village of Glencoe Glencoe, Illinois Assistant to the Village Manager April 1999 to December 2000 Village of Glencoe Glencoe, Illinois Assistant to the Public Works Director Prior to 1999 City of Chicago Chicago, Illinois Aldermanic Aide

EDUCATION

2000 University of Illinois at Chicago Chicago, Illinois Master of Public Administration

1994 DePaul University Chicago, Illinois Bachelor of Arts . Major in Political Science

PROFESSIONAL MEMBERSHIPS

International City/County Management Association (ICMA) . Credentialed Manager (2014) International City/County Management Association (ICMA) . Governmental Affairs & Policy Committee Member (2008-2009) Illinois City Management Association (ILCMA) . Winter Conference Committee (2009) . Member of the Promote the Profession Committee (2012-13) DuPage Mayors & Managers Conference (DMMC) . Managers Committee (2014 – Present) . Budget and Operations Committee (2015 – Present) Intergovernmental Risk Management Agency (IRMA) . Coverage, Claims & Litigation Committee Member (2010 – 2014) West Central Municipal Conference (WCMC) . Intergovernmental & Legislative Committee Member (2009 – 2014) Visit Oak Park (Regional Tourism Board representing 21 west suburban communities) . Board of Director (2012 – 2014)

OTHER . Fluent in Italian

JOYCE SHANAHAN

17 Pine Valley Cir, Ormond Beach, FL 32174 Phone: 386-405-5205/386-341-8931 Email: [email protected]

OBJECTIVE

I am an ICMA credentialed manager. I am a highly ethical, results-driven, strategic leader with a strong customer service focus and commitment to the community. It is important for me to maintain an environment of credibility, integrity, and transparency, to foster positive and productive relationships with the City Council, staff, and the community.

PROFESSIONAL EXPERIENCE

City Manager - City of Ormond Beach, FL February 2009- present

Job Responsibilities: The City of Ormond Beach is a northeastern Florida coastal community of 35 square miles and a population of 40,000. Ormond Beach is a full-service city providing the full array of municipal services including: general government, police, fire, public works, public utilities, information technology, planning and building services, finance and budget, human resources, economic development, a municipal airport, as well as leisure and cultural services. The City has two CRA districts. The City has a General Fund Budget of $31 million and an all funds budget of $78 million. I provide oversight to 371 employees.

Accomplishments: ▪ Maintained the 3rd lowest millage rate in Volusia County, without decline in municipal service levels. ▪ Reduced general employee pension costs by almost 25%; by developing a defined contribution plan for new hires. ▪ Revitalized the City’s downtown core with underground utilities, decorative lighting, landscaped medians, traffic calming and provided CRA grants for facade improvements. ▪ Successfully managed and effectively led the City through the process of clean-up, recovery, restoration and reimbursement of two major hurricanes in 11 months (Hurricane Matthew Oct 2016 and Hurricane Irma Sept 2017). ▪ Developed a Growth Assistance Plan (GAP) to provide incentives for new businesses bringing high wage jobs to our community. ▪ Assisted an existing statewide property insurance provider with a Growth Assistance Plan, to retain them in our community. They are in the process of constructing a $30M/130,000sf building and with 350 employees. (Opening 2019). ▪ Constructed a 4-acre Beachfront Park with 600 linear feet of beachfront and park amenities, along with 98 parking spaces. This was done with assistance from the Trust for Public Lands, a citizen-led, revenue bond referendum and a cooperative interlocal agreement with Volusia County. ▪ Completed $20 million dollars in infrastructure improvements at our sewer treatment plant. ▪ Constructed an Environmental Discovery Center in 2016, where the City fosters an awareness and appreciation of the natural environment by providing a facility offering stimulating environmental education programs that inspire our residents to be active stewards of their surrounding natural resources. ▪ Created an annual strategic planning process with the City Commission to set goals and objectives which guide the City’s future. ▪ Developed a 6-month/6-part civic engagement initiative. It focused on key areas of interest to provide the Commission with feedback from our residential and business community in order to update the strategic plan. ▪ Developed strong relationships with the community through volunteerism and programs such as “Walking with the Manager” (2 mile walk with the manager and residents, held once a month) and quarterly “Meetings with the Manager”. These programs provide informal opportunities for residents to interact with the City. ▪ Developed and fostered positive working relationships with employees and the city’s three employee unions. ▪ Developed “Field Day with the City Manager”. One day per month, I work with a different department and I do the job of an employee. ▪ Developed an employee leadership certification program, to provide employees with skills and training to prepare them for career advancement. ▪ Developed workshops to help address questions about airport noise abatement issues and regulations. Worked with the residential community to achieve some degree of abatement. ▪ For many years, the City has earned the GFOA Distinguished Budget Presentation award and the GFOA Certificate of Achievement for Excellence in Financial Reporting.

City Manager - City of Fort Walton Beach, FL Nov 2003 – Dec 2008 Interim City Manager – City of Fort Walton Beach, FL August 2003 – Nov 2003

Job Responsibilities: The City of Fort Walton Beach, FL is a northwest Florida coastal community of 7.2 square miles and a population of 21,000. Fort Walton Beach is a full-service city providing the full array of municipal services including: general government, police, fire, public works, public utilities, information technology, planning and building services, finance and budget, human resources, economic development, leisure and cultural services and two- 18-hole municipal golf courses. The City has one CRA district in the downtown area. The General Fund Budget was $21 million/all funds $36 million. I also provided oversight to 324 employees.

Accomplishments: ▪ Developed a Budget Policy Workshop to receive direction from the City Council on annual tax and policy issues, and to provide an opportunity for enhanced citizen input into the process. ▪ Designated the City‘s Commerce and Technology Park as a brownfield, to provide opportunities for Phase 1 Environmental Site Assessment and access to clean-up funds. ▪ Developed an intergovernmental partnership with Okaloosa County o Sold a portion of City Property to the County for a proposed County Judicial Center Annex o Developed an agreement with Okaloosa County to take over the City’s sewer treatment services (agreement completed after I left the City). ▪ Completed major capital upgrades to our water system including 2 new water tanks, increasing the City’s water storage capacity by 850,000 gallons.

Page 2 RESUME: JOYCE SHANAHAN ▪ Completed a new water main line to provide much needed redundancy for our water system. ▪ Revitalized the City’s Great Neighborhood Partnership Program, through monthly meetings and community forums. This was a grass roots, civic engagement initiative with the City’s 13 neighborhoods. ▪ Partnered with the local community college to develop an Emerging Leadership Institute for city employees, to provide them with leadership and supervisory training. ▪ Created an annual strategic planning process with the City Commission to set goals and objectives to guide the City’s future. ▪ Developed regulations requiring the inspection and registration of private sanitary sewer lift stations, for multifamily dwelling units, which was a major City Council water quality initiative. ▪ Successfully managed and effectively led the City through the process of clean-up, recovery, restoration and reimbursement from major hurricane Ivan in 2004.

Council-Appointed Finance Director November 1997 – August 2003 Job Responsibilities: The City Finance Director position was a council-appointed position, that reported to the City Council, but worked under the supervision and control of the City Manager. I was responsible for the City’s financial systems including, budget, accounting, audit, debt financing and management, cash management, pension fund administration, payroll, accounts payable, accounts receivable, treasury, business licensing and utility billing.

Accomplishments: ▪ Held budget growth to less than 1%, while maintaining the same level of services. ▪ Privatized the tennis center operations and a portion of right-of-way maintenance. ▪ Developed and implemented plans for the Fire Dept to provide Advance Life Support Services. ▪ Developed an operations and capital improvement plan to restore confidence in the golfing public in the City’s Municipal Golf Courses. ▪ Earned the GFOA Distinguished Budget Presentation award and the GFOA Certificate of Achievement for Excellence in Financial Reporting for many years. ▪ Achieved clean audits without material weaknesses. ▪ Developed and implemented cross-training program for finance staff to provide enhanced customer service. ▪ Developed key performance indicators for the city.

Chief Financial Officer /Asst. Nursing Home Administrator - Shenandoah Valley Westminster Canterbury Continuing Care Retirement Community, Winchester, VA October 1995 – October 1997

Job Responsibilities: Shenandoah Valley Westminster Canterbury was a 44 acre/220 member continuing care retirement community with an $8 Million budget and 135 employees. I was responsible for all financial aspects of the corporation, including budget, payroll, accounting/auditing and Medicare reimbursement. In addition to my financial duties, I provided direct supervision to the 80-bed health center which provided skilled and intermediate nursing care, as well as assisted living services.

Accomplishments: ▪ Developed the Administrator-On Call program to provide enhanced level of support services to residents 24/7. ▪ Developed and implemented a residential satisfaction survey, achieving a satisfaction rating 97%.

Page 3 RESUME: JOYCE SHANAHAN ▪ Developed an innovative staff volunteer program providing reading, visitation, and art/recreation therapy to residents. ▪ Achieved the highest rating from the State Licensing Board with zero deficiencies in skilled and intermediate nursing care. ▪ Achieved CARF accreditation status beginning in 1996. ▪ Completed my Administrator-in-Training program and completed my state and national licensing exams to become a licensed nursing home administrator. (License has lapsed)

Management Services Director – City of Winchester, VA 1992-1995 Risk Manager – City of Winchester, VA 1989-1992 Tax Field Auditor – City of Winchester, VA 1987-1989

Job Responsibilities: The City of Winchester is in northern Virginia about 70 miles west of Washington, DC. It encompasses 9.2 square miles with a population of 20,000. I was originally hired as the Tax Field Auditor in December 1987, promoted to Risk Manager (while still retaining tax field auditor responsibilities) in December 1989 and then promoted to Management Services Director in December 1992. I provided oversight to City finance and management functions including: debt management, assisted the City Manager in development of the $70 Million budget, prepared historical analyses of revenue and expenditures and assisted in the preparation of the comprehensive annual financial report. I was responsible for 4 divisions: a) purchasing and supply b) central stores c) insurance and risk management and d) tax field auditing of local taxes.

Accomplishments: ▪ Assistant Project Director of “The 2020 Community Vision Project Task Force”, an award winning intergovernmental community visioning project, involving over 160 citizens and community leaders, to develop plans for the future of the community. ▪ Consolidated facility maintenance services with the Winchester School District to reduce costs while maintaining the same level of services to both organizations. ▪ Privatized a portion of the City’s central store function to reduce expenses and provide just-in-time office supply inventory. ▪ Implemented a delinquent tax collection and audit program collecting over $1Million in business and personal property taxes.

Finance Director City of McKeesport, PA 1985-1987

Job Responsibilities: The City of McKeesport, PA, a former steel manufacturing community located 30 miles southwest of Pittsburgh, with a population, of 28,000. I was responsible for all financial affairs of the City including the preparation of the $10M budget and I provided oversight of 11 employees.

EDUCATION

University of Pittsburgh -PA

Masters of Public Administration

Page 4 RESUME: JOYCE SHANAHAN University of North Carolina- Greensboro, NC

Bachelor of Arts -Political Science

AWARDS AND ACKNOWLEDGEMENTS

▪ 2017 50 Most Influential Women in Business, Daytona Beach News Journal ▪ 2015 Essential Piece Award Business, Florida Business Watch ▪ 2013 City Manager of the Year, Volusia League of Cities ▪ 2012 Influential Women in Business, Daytona Beach News Journal ▪ 2011 Sliver Star Manager of the Year, Volusia League of Cities ▪ 2011 Rotarian of the Year, Rotary Club of Daytona Beach, FL ▪ 2010 Bronze Star Manager of the Year, Volusia League of Cities ▪ 2008 Finalist City Manager of the Year, Florida League of Cities ▪ 2007 Rotarian of the Year, Rotary Club of Fort Walton Beach, FL ▪ 2007 Athena Award Nominees - Fort Walton Beach/Destin and Walton Chambers of Commerce ▪ 2006 Finalist City Manager of the Year, Florida League of Cities

COMMUNITY INVOLVEMENT

▪ 2018 Board Chair – United Way of Volusia and Flagler Counties ▪ 2018 Board Chair – Pace Center for Girls ▪ 2017 President – Rotary Club of Daytona Beach ▪ 2012-2013 – President of the Florida City and County Management Association ▪ Board Chair – United Way of Okaloosa and Walton Counties ▪ 2007 Board Member – Rotary Club of Fort Walton Beach, FL

REFERENCES – PLEASE ADVISE BEFORE CONTACTING REFERENCES

▪ Ed Kelley, Chair, Volusia County Council 386-235-6000 (Former Mayor of Ormond Beach, FL) ▪ Pam Brangaccio –City Manager of New Smyrna Beach, FL 727-424-2109 ▪ Ted MacLeod, Former Asst. City Manager Ormond Beach -386-299-0486 ▪ Michael Beedie – City Manager of Fort Walton Beach, FL 850-833-9612 ▪ Additional References Available Upon Request.

Page 5 RESUME: JOYCE SHANAHAN Mark S. Shea Post Office Box # 43 - Poultney, Vermont 05764 Cell: (978) 413-8158 - Email: [email protected]

July 5, 2018

(Via email: [email protected]) City of Naples – City Manager Search 735 8th Street South CONFIDENTIAL Naples, FL 34102

Dear City Council:

As a visitor of Naples, my desire is to move to the area to be closer to family and friends. After taking a short time away from the public sector to care for a family matter by choice, my desire is to continue to focus on my passion, which is local government.

I offer that the art and science of public administration and the need for a productive work force will always be essential to the population of Naples. I am a professional who has thirty-four years of related experience in community, business, and public administration. Of that, twenty-five years has been in a progressively increased management role and twelve years of direct senior municipal management experience. Through professional experience and education, I bring an up-to-date toolbox of proven skill sets and competencies to excel. I have overseen the development of hundreds of staff and volunteers in both in the public and private sectors and have been successful in large and small organizations alike. Adaptations to technical advances, efficiencies and analytics have allowed me to produce measurable results. These tools will allow me the success in completing the current and future projects in Naples. Being familiar with what is happening in Naples, opportunities do exits that include leveraging existing and new strategies to make a more resilient community.

I have extensive communication and management skills along with a working knowledge of Florida municipal law. I am a trained facilitator and meditator. The tools of strategic management principles with successful experience in personnel management, economic development, municipal accounting practices, collective bargaining and contract administration, all aspects of the budget process, finance forecasting, CIP, finance, procurement, bond markets, policy implementation, strategic planning, zoning, GIS, grant writing and administration, inter-governmental relations, and project management have equipped me with what is needed to succeed. I possess the work ethic and drive to be an effective force to lead Naples into the stronger future it strives for. I consistently present a positive high-profile and professional demeanor, complemented by a positive "can-do" attitude. This allows me to bring diverse groups of people together to work successfully toward the common goal and why I seek the challenge to be your new City Manager.

Your community will benefit from my enthusiasm, collaborative success, and strong instincts that create value. I am motivated and goal-oriented. Additionally, I have a proven ability to deal with stressful situations in a calm, tactful, professional manner. I offer collaborative leadership styles that encourage strong teams to be developed, which become top performers

I welcome the opportunity to elaborate on how I can make a substantial contribution to Naples, and I look forward to talking with you soon. Thank you.

Sincerely,

Mark S. Shea

Mark S. Shea Enclosure: résumé.

Mark S. Shea, MPA Post Office Box # 43 - Poultney, Vermont 05764 Cell: (978) 413-8158 - Email: [email protected]

PROFESSIONAL OVERVIEW

I am an experienced, goal driven Municipal Manager with well-developed competencies and effective skill-sets coupled with experience and success with key community boards and essential management experience in the business sector that is prepared to work collaboratively toward progressive goals in creating and implementing operational strategies. As a leader proficient in communication, personnel management, policy administration, budget and finance, strategic planning, marketing, GIS, grant writing and administration, I will be an asset to your municipal organization. I possess a highly entrepreneurial spirit with a keen understanding of what it takes to succeed. As a creative, analytical thinker I can translate Board directives into cost-effective solutions. I am a skilled manager who is recognized for the ability to organize and deploy resources and drive the conversation of underperforming departments into consistent producers. Additionally, I have been frequently acknowledged for the ability to identify, plan, and coordinate stakeholders while establishing rapport with diverse disciplines to solve problems with sustainable action plans.

EXPERIENCE

Town of Castleton, Vermont Position: Town Manager, (2014-Nov. 2017)

Oversees all day-to-day town operations. This includes duties assigned by state law (24 VSA chapter 37), plus road commissioner, tax collector, general purchasing agent, human resources, emergency management director, with a municipal budget of $4M in a small community of approx. 5,800 residents. In the fall season this is increased by more than 3,500 students from Castleton University and in the summer the population triples from the tourist industry of Lake Bomoseen, which is the largest lake entirely in Vermont. These two entities have fostered new economic development initiatives and a tourist economy with new growth. I have been successful in pulling a divisive and fractured community together to become productive. Annually solicited community and Board of Selectmen goals with priorities, in which all planning and operations are derived from. Created Capital and General Budgets that resulted in reductions in the tax rate for two consecutive years. I turned deficient budgets into powerful surpluses. This success was accomplished in-part by proactively obtaining grants that have a focus on inter-municipal partnerships, and cost avoidance practices. The most visible rewards to the town are large infrastructure projects that aided in growth and since of community. These include new a new fire station, a new police station, and a new town hall. This was only possible by creative financial skills, and a successful strategic community outreach program that pulled the community together. Successfully organized clear and comprehensive presentations during community focus groups and at Annual Town Meetings. Another reward to the town is the creation and implementation of a Master Plan to aid in its aging wastewater treatment plant and infrastructure. Newly added construction projects are positioned to be subsidized utilizing grant funds and without raising user fees which are the lowest in the county. This work is needed to remedy decades of minimal maintenance. Actively worked on and collected account receivables whereby maximizing cash flow. Proactively trained staff to become involved in a grant planning process (Federal, State & local), emergency management planning, and budget maintenance practices, whereby creating stronger collaborate teams. Started a Capital Improvement Plan (CIP). This allowed stakeholders to shine a brighter light in planning for large expenses on equipment. Successfully utilize data, implemented best practices, the law, in a transparent manor for decision makers to promote a prosperous community. Successfully managed a unionized organization and CBA, Assisted the Board of Selectmen in CBA negotiations.

Town of Readsboro, Vermont

Position: Town Administrator, (2011-2014)

Oversees all day-to-day town operations to include public works, fire department, water, waste water, storm water, electric, recycling transfer station, and contracted police and rescue services. By working with county, state, federal agencies, I was successful in obtaining twenty-five federal/state grants and more than $4.5M in the town. Collaboratively created and implemented Municipal Hazard Mitigation Plans and Inundation Hazard Area Regulation with flood maps. Collaboratively worked with stakeholders and the State in being funded $1.3M with a -3% interest rate DWSRF loan/grant plus an additional 10% forgiveness which remedied deficient standards and long over-due repairs to its water and wastewater infrastructure. Designed and built the town’s new website. Managed all contract developments, construction and grant-writing projects for the town. Responsible for creation, presentation and maintenance of annual "goal-driven" budget plans. Created and implemented a capital budget plan and CIP. Spearheaded several economic development programs. Developed personnel bylaw, HR policy with job descriptions that show sustainable organization

Mark S. Shea Page 2 structure. Positioned the town to implement timely independent audits and internal controls. Obtained National Incident Command System (NIMS) certification.

Majestic Video Productions, Winchendon, Massachusetts Position: President, (1989-2011 / Nov. 2017-Present)

Started and manages a successful media productions company that now operates throughout the New England area through its media and creative products. Manages all day-to-day operations, marketing, planning, contract administration, budget creation, accounting, human resources, project management and procurement. Currently assisting in enlarging business-to-business marketing/branding opportunities.

Board of Selectmen, Chairman/Vice Chairman, (2004-2010) Winchendon, Massachusetts Successfully aided in numerous municipal achievements in a town of 10,000+ residents with a full-time police/fire departments and water/sewer services. Achievements include: Oversight and management of a $31 million budget and capital appropriation; aided in obtaining a four-time consecutive and continually increasing the S & P’s bond rating to “AA+”; vigorously managed a growing stabilization account. Successfully negotiated and co-authored employment contracts. Successful in obtaining funding from local (tax sale) and state sources to protect town lands as conservation trusts. Through strategic management principles, planning, budgeting, personnel administration, collective bargaining and grant writing programs brought millions of extra dollars to town. Created and implemented policy. Successfully developed and enlarged infrastructure upgrades, with aid from grants, despite a poor economy thereby distinguishing our town from surrounding communities.

Charter and Bylaw Revision Committee, Chairman, (2006-2009) Planning Board, Associate Member, (2005-2011) Zoning By-Law Task Force, Chairman, (2005-2007) Education Performance Improvement Mapping (PIM) Committee Member, (2005-2006)

Successfully organized and chaired numerous groups of diverse individuals through the process of updating the Town Charter, Town Bylaws, and Zoning Bylaws to be in compliance with state and local regulations while building and promoting inclusion and a sense of community with sustainable economic growth. Success was contributed to working transparently and gaining stakeholder ownership. Within these groups there was a focus on adherence to aligning the zoning regulations to allow for more business opportunities and expansion of the tax base. Best practices included concepts from Smart-Growth development, sub-division regulations, Low Impact Development (LID's), and clean business practices including utilization of wind and solar energy.

Commonwealth of Massachusetts, Department of Corrections, Shirley, Massachusetts Training Coordinator (COII), (1992-2004); Training Officer, (1989-1992); Correction Officer, (1983-1989)

21 years experience in state-level operations, of those, 14 years in an administrator capacity overseeing a staff of seventy that brought developmental programs and services to approx. five thousand state, county, municipal and contract employees annually. I was directly involved in inter-government relations, budget process, purchasing, project management life cycles; staff development; human resources; program development and evaluation; employee background investigation; collective bargaining within a civil service environment with five unions; obtaining and maintaining national accreditation.

EDUCATION Clark University, Worcester, Massachusetts Master’s Degree in Public Administration, MPA (May-2011) High Honors: Magna Cum Laude Ø Concentration in State & Local Government Bridgewater State College, Bridgewater, Massachusetts Bachelor of Science Degree, BS (May-2001) Major: Political Science Ø Concentration in Legal Studies Newbury College, Brookline, Massachusetts Associate of Science Degree, AS (May-1990) Major: Computer Information System

Mark S. Shea Page 3

Additional Training, Ø Oracle 9i Database Administrator/Developer, Structured Query Language (SQL), Unix System Administrator and CompTIA A+, (2004) Ø Proficient in MS Office Professional, MS Project, GIS, and various financial software products Ø National Incident Command System (NIMS) certification: ICS 100, 200, 300, 402, 700 Ø Ongoing personal development by ICMA, VLCT, Agency of Transportation, Dept. of Labor, Economic Development, FEMA, and numerous other annual development programs

PROFESSIONAL AFFILIATIONS Ø Full Member of International City/County Management Association (ICMA) Ø Past member of Massachusetts Municipal Association (MMA) Ø Vermont Town and City Management Association (VTCMA) Ø Vermont League of Cities and Towns (VLCT) Ø Past member of Rutland Regional Transportation Committee member

Other Organization Ø Former member: Kiwanis International Ø Director: Rotary International

REFERENCES Furnished upon request.

Aaron M. Smith 315 Tully Trail, Whitehouse Texas (903) 952-9434 - [email protected]

Career Highlights

With over eight years of municipal experience and four years of business ownership experience, I have risen to unique challenges and created opportunities in difficult situations. In every city I have served, I have increased efficiencies to promote new projects and improve relationships with the public. I have implemented established comprehensive plans that were incrementally disregarded over time and just recently completed our community’s first ever strategic plan. I have promoted the local economy by concentrating on our existing business community, who are the largest job creators, as well as implemented quality of life projects. I look forward to working with an organization and community to promote exceptionalism and service to others.

Qualifications • Possess a successful track record of overseeing and completing capital projects on time and under budget. • Committed to providing the highest quality of services and maintain a reputation for effectiveness. • Instills accountability while fostering meaningful relationships with staff and the community, resulting in a higher level of service to citizens. • Maintains a professional relationship with local and state entities to problem solve and work toward common goals. • Finds creative ways and form partnerships to overcome budget constraints and limited personnel. • Experience in: airports, tourism, public works, utilities, building inspection, code enforcement, economic development and planning and zoning.

City Management & Municipal Experience City Manager Whitehouse Texas, (May 2016 – Present)

The City of Whitehouse is a bedroom community southeast of Tyler Texas. I currently work with the city council, staff, community organizations and residents to achieve city priorities while addressing community concerns. I also work with Tyler Economic Development Corporation, the Chamber of Commerce, and other stakeholders to build a prosperous community.

• Consistent with implementing budgeting best practices. Like many cities that rely on limited resources, I was challenged to execute a long-term growth plan. I have increased our fund balance from less than six weeks to two months. A plan is now in place to further increase fund balance to four months while reducing the historic reliance on utility revenues.

• Continue to implement creative incentive and abatement agreements. We are currently in the beginning stages of establishing a Economic Development Corporation which should be in place this month. However, without the established EDC we have been able to utilize creative agreements for incentives and property tax abatements to encourage growth and prosperity. • Continue to streamline the permitting process and improve relationships with developers. The creation of flow charts and forms for staff and contractors allows a better understanding of our permitting process. By outsourcing professional building inspections, our expectations were met by establishing consistency and an open for business attitude that encourages developers to take a second look at Whitehouse. This resulted in increased activity that had been lagging over the past 20 years. Developers now have a clear understanding that we are committed to mutual success that will allow our community to grow. • Continue to identify street and storm-water infrastructure needs. We implemented a Capital Improvement Program to address the needs of our damaged infrastructure that had been neglected over time. Prior to my arrival, a major storm flooded our community causing close to a million dollars in damage and exposed our aged infrastructure. I worked with FEMA to provide relief for our residents while presenting a plan to council to address infrastructure. Funding was secured by street and storm-water fees and the issuance of CO’s. • Worked to establish the City of Whitehouse’s first credit rating of A+. This goal was made possible by establishing budgeting best practices and passing a Charter Amendment to abolish a 5% cap on allowable fund balance. • Continue to improve staff morale and city perception. The City of Whitehouse did not provide a consistent path to success for its employees. To address the issue, I established a merit-based pay scale which allows employees to set goals which improved morale in the organization while creating a trusting work environment between the City Manager and staff. Results show that employees with clear goals increase work efficiency and provide the best level of customer service to our residents. This also improved our relationships with the community which was imperative to rebuilding our public image. • Continue to create new partnerships while working within the constraints of our current budget. We transitioned from the YMCA to a local nonprofit to operate the city recreational facility, eliminating an annual $40,000 subsidy while increasing services to our citizens in a newly remodeled facility. I continue to seek out new partnerships that benefit the City of Whitehouse.

City Manager Ogallala Nebraska, (August 2013 – April 2016)

The City of Ogallala is truly unique. From the vast white sand beaches of Lake McConaughey to its western heritage of the Oregon, Mormon and Texas Trails. The city was a stop on the Pony Express and later along the transcontinental railroad. The Ogallala Aquifer was also named after the city. During my tenure I was able to accomplish significant projects that helped to move the city in a positive direction poised for growth.

• Established a capital equipment and capital improvement plan. Prior to my arrival, the City of Ogallala did not have a capital plan in place. While working within the constraints of our budget, I was able to prioritize spending and build a maintenance program. We utilized base maps to determine the conditions of streets and prioritize repairs and replacement. • Established cost effective snow removal practices. Ogallala accumulates 30+ inches of snowfall per year. With average high temperatures in the 20s during our winter months, snow did not dissipate quickly making snow removal critical. I executed the snow removal plan in place while improving community relations and educating the public on snow routes and expectations. • Collaborated with the Economic Development Organization (The Community Redevelopment Authority). I worked closely with this organization to identify the needs of our diverse, rural community to develop single family housing units, develop the interstate corridor and recruit an anchor retailer to the community. Wal-Mart opened their doors in the spring of 2015 which boosted our sales tax bases as we were a hub city that included a trade area into northeast Colorado. Tax Increment Financing was our primary incentive tool. • Implemented the downtown streetscape project. I oversaw this vital project which replaced aging infrastructure that included storm water, sewer, water mains and streets. I worked in partnership with the Development District to secure funding and ensure that CDBG guidelines were followed. • Secured water rights. The City of Ogallala did not possess enough wells to sustain our long-term needs. I secured and utilized state revolving loan funds to build a new well and increase storage capacity. • Partnered with the Development District. We worked together to carry out housing rehabilitation projects and act as the nuisance abatement agent. • Utilized federal matching funds. These funds were essential to carry out airport improvements as part of the Airport Master Plan.

City Manager & Economic Development Director Tulia Texas, (August 2011 - August 2013)

The City of Tulia is a full-service community situated 70 miles north of Lubbock. Tulia is home of Kenneth Wyatt who has long been one of the country's premier artists of western paintings. I worked with the City Council and the Economic Development Corporation Board to improve economic prosperity and the communities’ overall quality of life.

• Established proactive code enforcement and professional building inspections. The City of Tulia did not have these provisions in place prior to my arrival. I contracted out building inspections and hired an effective code enforcement officer to begin the process of abating nuisance properties. • Improved transparency and communication with our citizens. In August 2012, we launched the city’s first website. Citizens were given the ability to access important city information and a pathway to communicate more easily with staff and council. • Promoted our local economy. I contracted with small business coaching consultants to provide consulting services to local businesses and entrepreneurs. Retail studies were also used to provide tools for retailers to better understand their customers. • Established lasting partnerships. In the fall of 2011, I approached the YMCA of Plainview to explore the possibility of opening a satellite facility. The Tulia YMCA had its grand opening in September 2013 and has since expanded their programs to include youth sports programs. • Provided a path of success for city employees. The City of Tulia did not provide a consistent path to success for its employees. I established a pay scale and a merit-based job review system. This resulted in improved morale, a more trusting work environment between the staff and management and employee longevity.

Assistant to the City Manager Alliance Nebraska (June 2009 – April 2011)

The City of Alliance is located on a major route to the Black Hills and Mt. Rushmore. Alliance is also home to Carhenge, which draws over 80,000 visitors a year. In Alliance, I had the pleasure of working with the City Manager and other staff members to improve our community. During transition in the organization, I also served as the Interim Finance Director and Interim Community Development Director.

• Served as the Budget Officer. Alliance is a full-service community with a 23 million- dollar budget. In addition, I also oversaw the marketing and branding fund and assisted with grant writing and research projects. • Utilized creative economic development tools. I worked with LinPepCo and West Plains Grain to explore annexation and TIF options to determine what types of incentives would most benefit each company and the community. • Developed a tourism campaign. I was responsible for developing a tourism campaign at the municipal level that eventually led to the creation of a tourism office. • Provided leadership through difficult transition. During my tenure, Alliance experienced a difficult transition that included the resignation of multiple upper management employees. I used this opportunity to assist staff and provide stability to the organization.

Other Professional Experience and Internships Owner, Chem-Dry of Midland-Odessa Odessa Texas, (May 2005 – May 2009)

Chem-Dry is the world’s largest carpet and upholstery cleaning company. As franchise owners, my wife and I oversaw day to day operations such as budgeting, customer service, and new customer acquisitions.

• Increased sales and expanded the operation to include several new counties by using the best equipment and providing the best possible customer service. When we purchased the franchises, the customer base was shrinking, sales were slipping, and the equipment was antiquated. In a short time, we increased sales and expanded the operation • Implemented marketing strategies as this was a key component missing from the company before we acquired the franchises. We further improve our market share by creating efficient marketing and promotional materials.

Internships • Planning and Zoning Dept. & Economic Development Corp., Allen TX. (Summer 2002) • Congressional Internship, Washington D.C. (Spring 2001) • Congressional Internship, Harrison AR. (Summer 1999)

Education, Skills, Honors and Activities

Education Texas Tech University, Lubbock Texas • Master of Public Administration (MPA), Public Management Track • Bachelor of Arts (BA) History & Political Science

Work Related Skills • Microsoft Word, Excel, Outlook, Power Point, Publisher, Plan-IT, Smart Draw, AdobeX, Wrike & Grant Writing • NIMS Training, 100, 200, 700 & 800

Honors, Awards and Activities

• National Deans List • Board Member –West Texas Municipal • Pi Sigma Alpha Power Agency • Presidential Congressional Scholarship • Board Member – Keith County • Voted “Best Of” by the readers of the Community Foundation Fund Odessa American • Legislative Committee – Nebraska • Hustle for Tulia Award City/County Management Association • Plainview YMCA Volunteer of the • Texas Municipal League Year, 2012 • East Texas City Managers Association • Rotary Club • International City Managers Association • Kiwanis Club • Texas Economic Development Council • Chairperson - Tulia United Community • Hunting, fishing and winter sports Fund Advisory Committee • Vacationing with my family

RESUME RANDALL G. SMITH 1131 Stringers Ridge Road, Suite 15 D Chattanooga, TN 37415 615.504.7708

PROFESSIONAL SUMMARY Highly effective management professional emphasizing innovation and creativity in solving problems. Energetic and results-focused with success in developing and leading diverse teams to achieve results. Versatile management professional skilled at seeing the ‘big picture” while still focusing on the details to achieve the desired result. Expertise in business development and streamlining processes and systems.

SKILLS Strong interpersonal skills Consistently meets goals Community relations Customer service-oriented Charismatic Organized and efficient Community-based planning Attention to detail Process improvement techniques Effective leader Unsurpassed work ethic Task oriented project manager

WORK EXPERIENCE

CITY MANAGER 12/2012 to Current City of Red Bank, Tennessee Overall responsibility for the daily operation of the City including personnel, purchasing. Create annual budget of $6,200,000 with 97 employees and submitted to the City Commission for approval. Plan, direct, and evaluate the work of all City departments to ensure that operations and services comply with the policies and direction set by the City Commission. Improved internal and external communication throughout all levels of the organization by having open-door policy for employees meetings with external stakeholders. Represented the Mayor, Commission, and the City at various functions, meetings, committees, taskforces, and boards. Performed annual financial and managerial analyses pertaining to City operations and programs under consideration to maintain conservative spending policy and fiscal responsibility. Cultivated close working relationships and partnerships with other municipalities and governmental agencies to achieve mutually beneficial outcomes. Opened dialogue with all citizens through City Hall to City Streets. A program where the city manager and department directors meeting with citizens in their neighborhood on a quarterly basis. PRESIDENT & CEO 07/2011 to Current Orion Matrix Group – Tallahassee, Florida A consulting company assisting the private sector with management objectives and strategies to achieve long range goals.

TRAFFIC SAFETY ADMINISTRATOR 01/2007 to 07/2011 Florida Department of Transportation – Tallahassee, Florida Improved a statewide program that was struggling to become a national award winner. Lead the nation in the reduction of impaired driving deaths, increased the use of safety belts to state record level, and created a statewide law enforcement liaison program that became a model for others. Achieved this success while managing a budget of approximately $30,000,000.

TRANSPORTATION MANAGER 08/1977 to 01/2007 Tennessee Department of Transportation – Nashville, Tennessee Began my career with TDOT as a college intern and subsequently rose to become a Transportation Manager in the Governor’s Highway Safety Office. Directed programs with an annual budget of approximately $20,000,000. Established the Checkpoint Tennessee impaired driving program that garnered national attention and became the national model of effectiveness.

EDUCATION BACHELOR OF SCIENCE – URBAN PLANNING 12/1976 Middle Tennessee State University – Murfreesboro, Tennessee

AFFILIATIONS International City Management Association Tennessee City Management Association – Legislative Committee American Planning Association Tennessee Chapter, American Planning Association Hamilton County Joint Economic Development Committee Hamilton County-North Georgia Transportation Planning Organization – Executive Committee

Dennis R. Sparks, MBA H: 804-458-7393 2308 Jackson Street, Hopewell, VA 23860

April 23, 2018

Mr. Colin Baenziger Colin Baenziger & Associates 2055 South Atlantic Avenue, Suite 504 Daytona Beach Shores, FL 32118 [email protected] Re: Naples, FL City Manager’s position

Dear Mr. Baenziger:

Your consideration of my qualifications for the position of City Manager for Naples, FL would be greatly appreciated. As a former county administrator and city manager, my strengths include being organized, public management, aviation, human resources, intergovernmental relations, public relations, negotiating contracts, economic development, finance and budgeting. My leadership qualities include having a transparent, collaborative and team oriented management style. A friend, former Collier County Sheriff Don Hunter, told me about the job opportunity and suggested that I apply. Also, my wife is from Naples, and would like to return.

I found my niche serving as a “crisis manager” in some of the more interesting places in the country, managing cities and counties where they did not want to keep managers and in which other managers did not want to work. As a “crisis manager”, I went into the localities, created teamwork, fixed their problems and moved on to the next place. I have worked in highly diversified environments and helped bring one municipality from near bankruptcy to a bond rating of “A3”. Having managed diverse urban, suburban, rural, tourist, historical, mountain, and desert local governments, I take pride in getting the job done on time and within budget.

My credentials include an MBA in Business Administration and Finance, a BS in Business and Law, and executive level management experience as a City Manager and County Administrator. During 2015, after 36 years, ICMA awarded me “Life Member” status. My 30 years’ management experience includes supervising all city and county department heads, and a state agency department, preparing budgets, managing personnel, obtaining economic development, and solving complex problems. I have broad experience in human resource management and a solid record of obtaining economic development.

My community involvement includes having served as an Advisor to Planning Commissions and Economic Development Authorities and Board Member on two Chambers of Commerce. My experience includes managing up to 12 department heads and 366 employees. I prepared state, city and county budgets up to $45 million, and served as Personnel Director, Finance Director and Economic Development Director.

References: Patrick J. Kaveney 2413 Fruehauf Rd., Richmond, VA 23228 cell: 804-986-7477 [email protected] John W. Wade 14757 Ramblewood Dr., Chester, VA 23836 804-530-5007 n/a Will Green. 13501 Old Stage Road, Chester, VA 23836 cell: 804-828-5054 [email protected] Larry Gates 1013 W. 19th Street, Broadview, IL 60155 cell: 708-692-3510 [email protected] John Shady 2253 Wienburg Dr., Moraine, OH 45418 937-262-8676 [email protected]

My resume is enclosed. I am very interested in this position and look forward to hearing from you.

Sincerely,

Dennis R. Sparks Enc.

Resume Dennis R. Sparks, MBA 2308 Jackson Street, Hopewell, VA 23860 (804) 458-7393, [email protected] Experience – 30+ years

As a public administrator, I served as a “crisis manager” and county administrator in Virginia and Nevada, and city manager in Ohio, Illinois, and Texas. My experience includes public management, aviation, team building, performance management, intergovernmental relations, economic development, and budgeting. My management style is collaborative and one of Team Leader/Facilitator, remaining visible and keeping my employer fully informed. I have worked in highly diversified environments and helped bring one municipality from near bankruptcy to a bond rating of “A3”. Having managed diverse urban, suburban, rural, tourist, historical, mountain, and desert local governments, I take pride in getting the job done on time and within budget.

Management & Aviation Consultant (Part Time while Retired) (12 yrs.) 12/1/ 2005–Present Self Employed, Hopewell, VA (2308 Jackson Street, Hopewell, VA 23860) 804-458-7393 $72,000 • Consulting services offered to local governments, management and aviation. Mentoring, facilitating, training. • Consult with local governments & companies in matters of budget, organization development, finance and econ. devel. • Licensed by the FAA and Commonwealth of Virginia. Write policies, train employees and clients, teach aviation. • FAA Safety Team Representative – teach aviation safety; train pilots. Virginia Aviation “Ambassador”.

Public Administration: (4 years) - 8/1/2001 – 10/7/2005 City Manager; County Manager - City Manager -, City of Silsbee, TX , 409-385-2863, 65 FTEs, Pop.6,500, $3.75M budget, 7/15/2005-10/7/2005, $75,000 Exec. Dir., - County of Lander, NV, Battle Mtn., NV, 775-635-5738, 6 Dept. Heads, Pop.5,400, 11/24/2003–4/8/2004 $55,000 City Manager - City of Trenton, OH , 513-988-9619, 32 FTEs, Pop. 9,500, $6.5M budget, 8/1/2001-2/25/2002 $67,600 . Managed city and county governments and two county airports. TX, NV, OH, incl. “High Desert” of Northern NV. • Prepared 5-year city budget; served as City Manager, Economic Development Director. • Supervised 6 dept. heads incl: finance, HR, community development, social services and senior services, PW,library. • Worked with the Airport Consulting Engineer and FAA to expand airport facilities at the “BAM” airport.. • Temporary position. For the remaining three years of their term, the Lander Board reverted to a Commission form.

Village Manager (1 yr. contract) 10/23/2002-10/30/2003 Village of Maywood, IL, 40 Madison St.,Maywood, IL 60153, Pop. 28,000, 708-269-3510 Larry Gates, $100,000 • Managed this home-rule village of 28,000 in the Chicago area with an annual budget of $28 million. • Managed total government operations, budget preparation and labor negotiations. Established a drug testing program. • Supervised 8 dept. heads with 185 employees including police, fire, public works, finance, HR, code enforcement, parks & recreation & community development. (SEIU, ICOPS, Teamsters, and Police Benevolent League) • Prepared a balanced budget and upgraded the Village from near bankruptcy to a bond rating of “A3”. • Reduced the crime rate approximately 12% in a Village with corruption, rampant crime and six drug gangs. • Increased the security of the public water system, established a Performance Planning & Evaluation system, updated job descriptions, and improved efficiency of the Board’s agenda package. Obtained 8 new businesses. • The Village had 24 Managers in 18 years. I was the 4th Manager hired in a 12 month period. Completed my contract.

Fiscal Officer (7 yrs.) 2/15/1992–5/21/1999 State of Virginia, DOC HQ, Richmond, VA (6900 Atmore Dr., Richmond, VA 23225) 804-674-3520 Gamito Mora $50,000 • Fiscal Officer – Asst. Financial Reporting Manager, Department of Corrections. Managed special financial projects. Supervised a staff of Accountants analyzing operations for 38 major prisons. Supervised accounts payable for the construction of 5 new prisons. Participated in audits of the business offices in major prisons. During two months leave of absence, in 1999, served as the first City Administrator for the City of Shawano, WI. Transferred, by legislative action, from the Parole Board to the Department of Corrections on July 1, 1995. • Fiscal Officer – Director, Finance & Administration for the Virginia Parole Board. Advised and assisted the Parole Board Chairman. Managed budgeting, accounting, human resources, purchasing, and administrative support functions. Served as the agency’s Fiscal and Personnel Officer. Prepared and administered the agency’s $2.5 million annual budget using IBM compatible personal computers using Microsoft Word and Excel and on-line mainframe connections to the state system. Created, organized, and became Captain of the state’s first interagency Emergency Medical Services Response Team. The two agencies worked closely together in the same building.

Resume – Dennis R. Sparks, Page Two

County Administrator - (7 years) 1978 – 1984 County Administrator, Washington County, VA, 205 Academy Drive, Abingdon, VA 24210 (4 yrs) 1981 – 1984 County Administrator, Page County,VA , Court Street, Luray, VA 22835 (3 yrs) 1978 - 1980 Managed Washington County with a population 72,000, including a city of 25,000, in a SMA area of 250,000 people, with an annual growth rate of 27%. Supervised 12 department heads with 270 employees. Implemented Board policies, and enforced ordinances. Prepared the annual county budget in excess of $30 million. As County Administrator I was also the Zoning Administrator, Advisor to the Planning Commission, Advisor to the Industrial Development Authority, and an Airport Commissioner for the Virginia Highlands Airport Commission. Very successful in economic development, with over $45 million in revenue bonds issued in a single year. Streamlined the accounting & budgetary systems; established the county's first Central Accounting, Central Purchasing, and Legal Services departments. Wrote & implemented the county's first pay & classification system and performance evaluation system. Full range of local government services, including: accounting; purchasing; legal services; building inspection; planning & zoning; emergency services; parks & recreation; animal control; cannery; personnel; code enforcement; airport; library; water & sewer; economic development; and social services. Served as the first County Administrator for Page County, a scenic tourist Shenandoah Valley county in the Blue Ridge Mountains of Virginia. Population 20,000. As County Administrator I was also the Personnel Officer, Zoning Administrator, Advisor to the Planning Commission, Advisor to the Industrial Development Authority, Director of Emergency Services, and a Board Member on the Lord Fairfax Emergency Medical Services Council. Supervised six department heads with 30 employees. Organized county administrative operations. Prepared the county's annual budget and managed capital improvements. Wrote the first personnel policy. Successful in economic development and water and sewer projects for residential and commercial communities. . Education MBA – Business Administration & Finance, Virginia Commonwealth Univ.(VCU), 1974-1976 – 3.8 GPA - Top 3% BS - Business & Law, Virginia Commonwealth Univ.(VCU), 1972-1974 – 3.8 GPA - High Honors AS – Business Administration, John Tyler Community College (JTCC), 1971-1973 – 3.8 GPA - Magna Cum Laude AS – Teaching, John Tyler Community College Community College (JTCC), 1971-1973 – 3.8 GPA - Magna Cum Laude ATP – Airline Transport Pilot; CFII – Certified Flight Instructor, Instruments, Seaplane Instructor; MEI – Multiengine Instructor Benefits: Insurance Licenses – Life & Health – Commonwealth of Virginia, CE updated – 2016 Continuing Education: insurance, aviation, management development, finance, personnel, purchasing, computer software. Honors & Awards Omicron Delta Epsilon – International Honor Society in Economics for Graduate Students, VCU Delta Sigma Pi Scholarship Award – for graduating first in the School of Business, VCU High Honors – VCU; Magna Cum Laude, JTCC; 3.8 GPA at both, JTCC & VCU. “Who’s Who in American Junior Colleges”; “Who’s Who in American Aviation”. Court Referred “Mediator” – fmr. certified by Virginia Supreme Court Author: “Virginia Gentlemen”, “Your Right to Know”, et. al. Continuous Dean’s List Present & Past Professional Affiliations International City/County Management Association (ICMA) named Life Member with over 36 years. Ohio & Texas City Mgmt. Associations (OCMA & TCMA) “Aviation Ambassador”, Virginia Dept. of Aviation, FAA Safety Team (FAASTeam) Representative Previously held Private Investigator’s license; and EMT certificate in Virginia Police Officer – Chesterfield County Police Department, VA Past Member – Florida Peace Officers Association Member – Aircraft Owners and Pilots Association (AOPA); Managed PTB,HPW,GYY,BAM,TNT airports. Veteran: United States Air Force (Vietnam era) Community Involvement Experience Advisor –Planning Commissions; Economic Development Authorities Director – Economic Development Authority; Director – Emergency Services Director – Human Resources; Director - Finance Airport Commissioner – Virginia Highlands Airport Commission Member – Executive Committee – two Chambers of Commerce Board Member – Lord Fairfax Emergency Medical Services Council (serving five counties in VA) Created & became Captain of Virginia’s first “Interagency Emergency Medical Services Team” (VPB & DOC) American Red Cross CPR and First Aid Instructor; EMT – three Virginia Volunteer Rescue Squads Representative – FAA Safety Team (FAASTeam); Captain – Civil Air Patrol (USAF Auxiliary) Boy Scout Advisor - Government Speaker: Rotary, Ruritan, Kiwanis, Lions, Professional Women's Business, and 4-H Clubs, Chambers of Commerce, and High School government classes Department Heads Supervised Supervised police, fire, rescue, emergency services, code enforcement, building inspection, animal control, finance, legal services, grants management, human resources, purchasing, information technology, public works, landfill, engineering, planning & zoning, parks & recreation, community development, county cannery, social services, senior services, youth services, airports and library. WILLIAM RICHARD “RICK” STATON, J. D. 1010 Dartmouth Ave • Charleston, WV 25302-3206 • 304-673-7680 • [email protected]

EXECUTIVE SUMMARY

A disciplined and results-oriented administrator with experience managing over 40 projects, up to 44 employees, and a budget of over $26Million.

PROFESSIONAL EXPERIENCE

STATE OF WEST VIRGINIA DIRECTOR, DIVISION OF JUSTICE AND COMMUNITY SERVICES – Charleston, West Virginia – July 2014 – Present Responsible for agency of approximately forty employees and a budget of over $26 Million. Division administers all state and federal criminal justice programs. Responsibilities include grant management, program development and oversight, development of programs for victims of crimes and persons in the criminal justice system. Oversees certification or decertification of law enforcement officers. Position is a gubernatorial appointment reporting to the Cabinet Secretary and the Governor. Accomplishments:  Oversaw implementation of the state’s Justice Reinvestment Act, which provided funds to lessen the growth of the prison population and create innovation to divert incarceration costs to programs designed to reduce recidivism.  Supervised the development of programs and services resulting from a quadruple of funding from the federal Victim of Crimes Act (VOCA). Supervised development or expansion of services to serve victims of crime, including expansion into other geographical populations, as well as serving underserved or unserved needs.  Supervised the development of a treatment supervision program for those involved in the criminal justice system who have problems with substance abuse. Oversaw the implementation and location of recovery residences and related services around the state, serving over hundreds of persons in the criminal justice system with an overall allocation of Three Million Dollars a year.  Issued written legal decisions concerning the discipline and decertification of law enforcement officers  Statutory Executive Director of the Governor’s Committee on Crime, Delinquency and Correction, which oversees the development and institution of criminal justice reforms.  Oversaw the development of the Sexual Assault Forensic Examination Commission (SAFE) which developed protocols for sexual assault examinations. Received and oversaw administration of federal grants to test untested sexual assault kits.

DEPUTY CABINET SECRETARY, WEST VIRGINIA DEPARTMENT OF MILITARY AFFAIRS AND PUBLIC SAFETY – Charleston, West Virginia – March 2013 – July 2014 One of two deputy cabinet secretaries responsible for assisting in the oversight of ten agencies within the Department. Reported to the Cabinet Secretary and Governor. Accomplishments:  Involved in the development of the Justice Reinvestment Act, which averted construction of a new prison, and which developed standards for treatment of incarcerated individuals and those exiting the prison population.  Oversaw pending court action and resulting legislation reforming the juvenile justice system. Involved in development of alternatives to treatment as well as relocation of juveniles to more appropriate facilities.  Oversaw implementation of the state’s first program for Medicaid coverage for corrections populations. William Richard “Rick” Staton, J. D. • Page 2 [email protected] • 304-673-7680

 Served (and continue to serve) as Department Privacy Officer, overseeing all agency privacy officers in training and in filing reports related to any privacy breaches.

WYOMING COUNTY, WEST VIRGINIA, Pineville, West Virginia PROSECUTING ATTORNEY – January 2009– March 2013 Elected to position after having served over eight years as an Assistant Prosecuting Attorney. Responsible for initiation and prosecution of criminal and civil matters within the jurisdiction of the office. Maintained a professional relationship with over 40 law enforcement officials at all levels, as well as 20 fellow members of the bar. Responsible for charging decisions, proceeding to trial. Was the administrative head of the office in addition to trial experience. Supervised staff of almost ten, including two assistant prosecutors and six administrative staff. Accomplishments:

 Responsible for setting and maintaining budget, assignment of cases, representation of the County Commission and other elected officials.

 Successfully managed a docket of over one hundred cases, including all criminal and civil matters.

 Was responsible for maintenance of one of the largest child abuse and neglect dockets in the state. Cases included child neglect, abuse or commission of crimes against children.

 Focused on drug and related drug crimes. Recognized as a leader in prosecution of drug offenses.

 Developed and implemented a truancy reduction model in conjunction with the county board of education and local officials with the Department of Health and Human Resources. This model included personal meetings with truant students and their parents or caregivers to determine the reasons for multiple absences, as well as solutions to increase school attendance.

MULLENS, WEST VIRGINIA MANAGING PARTNER, MOLER & STATON, L. C. – May 1984– December 2008 Partner in two-person firm which handled all types of civil and some criminal matters. General practice of law included corporate representation, wills and estates, real estate, domestic relations, and general practice. Supervised staff of up to three with at times as many as four attorneys in addition to staff. Accomplishments  Oversaw growth of firm and modernization of infrastructure.  City Attorney for City of Mullens and Town of Gilbert  Represented several Public Service Districts in contract negotiations and right of way acquisitions to locate sewer and water systems throughout the county.  Successfully represented clients in cases before the Supreme Court of Appeals of West Virginia, the Fourth Circuit Court of Appeals and the Supreme Court of the United States (certiorari denied)

MEMBER, WEST VIRGINIA HOUSE OF DELEGATES, Charleston, West Virginia DELEGATE – January 1989– January 2006 Served in various capacities including Vice Chair of the Committee on the Judiciary, Chair of the Committee on the Judiciary, Vice Chair of Redistricting, and Majority Leader.

William Richard “Rick” Staton, J. D. • Page 3 [email protected] • 304-673-7680

Accomplishments  Authored and oversaw development of legislation reorganizing the Department of Environmental Protection, which was the largest piece of legislation passed in state history.  Authored legislation and a constitutional amendment creating the Family Court System, reorganized the state’s child support office and child support system.  Authored legislation creating the Community Corrections Act, which is responsible for oversight of convicted persons who are sentenced to prison, or who exit the prison population, changed the penalty structure for certain crimes.  As Majority Leader was responsible for assignment of bills to committees, oversaw over twenty staff working for the Legislature, shepherding legislation through the Legislature, interacting with the Senate, Governor and their respective staffs, and troubleshooting specific legislation.  Oversaw development and implementation of the Chamber Automation System, giving all members computer access to legislative database, calendar and email. This led to more real-time access to information and less reliance on paper.  Recognized for constituent service and responsiveness.  Part of a team effort in development and secured partial funding for construction of the Coalfields Expressway Highway.

EDUCATION

 West Virginia University College of Law (Morgantown, West Virginia) 1984 – Juris Doctor. o Student Editor, West Virginia Law Review o Student Editor, Journal of College and University Law o Student Publication, Journal of College and University Law  West Virginia University (Morgantown, West Virginia) 1980 – Bachelor of Arts, Magna Cum Laude.

PROFESSIONAL ADMISSIONS AND CERTIFICATIONS

 Admitted to Practice in all state courts in West Virginia and the Supreme Court of Appeals.  Admitted to Practice, United States District Court, Southern District of West Virginia.  Admitted to Practice, Fourth Circuit Court of Appeals.  Admitted to Practice, Supreme Court of the United States.  Graduate, Program for Emerging Political Leaders, Darden School of Business, University of Virginia.  Public Sector Mediation training, Harvard University.  Member and Chair, West Virginia Courthouse Facilities Improvement Association (2009-2013). Provides public funding to counties for courthouse renovations, repairs and renovations.  Former member, Governor’s Advisory Committee on Substance Abuse.  Former member, Governor’s Justice Reinvestment Initiative.  Representative to the Peoples Republic of China, American Council of Young Political Leaders (1994).  Representative to the country of Japan, American Council of Young Political Leaders (2006). NICOLA TRASENTE

5 Chamberlain Rd, Flemington, NJ 08822 | C: 239-292-3670 | [email protected] Summary

An innovative, results driven management leader with over 20 years of diverse experience, extensive training and acquired skills in government, senior management finance and administration. In depth knowledge of government finance, administration, technical reporting regulations and management concepts critical to successfully running local governments and government agencies. A proven track record of successfully meeting expected goals and completing projects on schedule and within budget.

Skills

Leadership, Vision and Commitment to Continuous process improvement mindset follow through. Strategic thinker and planner with Ability to deliver results by inspiring and excellent problem-solving ability. empowering people and teams. Strong financial, procedural and internal Mastering complexity. Ability to controls implementation skills. simultaneously view issues from a Excellent oral and written communication management, financial feasibility and skills as well as strong interpersonal skills. implantation viewpoint. Technical proficiencies in various Ability to create a trusting, collaborative, applications including Excel, Word and and ethical work environment. Edmonds Accounting Package. Experience

CFO/Director of Finance and Administrative Services Oct 2013 to Current County of Somerset － Somerville, New Jersey Member of the Somerset County Senior Management Team. Supervision and Management of 8 divisions encompassing Finance, Human Resource, Purchasing, Information Technology, Adjuster, Weights and Measures, Records Retention and Telephone Services. This includes 8 Direct reports and 85 indirect reports. Oversight of implantation and maintenance of County Health Benefits program for over 1800 employees that includes a Countywide Insurance Commission and a County Health Center. Labor contract negotiation with 18 different labor unions. Interaction with governing body to determine annual fiscal and administrative initiatives. Develop plans along with other county departments, divisions and outside agencies to implement identified initiatives. Adherence to all NJ statutory accounting and finance functions. Development, management and administration of a $240 million-dollar County budget and $75 million Capital Appropriations. Management of over $340 million dollars of debt for County and County Improvement Authority. Maintenance of the County's AAA/Aaa bond rating as determined by S&P and Moody's. Cash management for entire County. Oversight of all HR functions including labor negotiations, disciplinary actions, Self-Insured Health Benefits plan and compliance with ACA requirements and development and maintenance of all County Policy and Procedures. Review and recommendations for all County Shared Services. Daily interaction with the governing body involving county operations and residential requests/needs. Interactions with surrounding municipal and agency leaders, boards and commissions involving various special projects. Developing relationships with neighboring local government leaders to explore new and continued shared service. Fiscal and Operational oversight of the County's Parks Commission including operation and maintenance of 5 county golf courses, one of which is ranked in the top 50 public courses nationally. Implementation and review of all financial internal controls throughout the County. Leader in implementing strategic planning methodology throughout the County. Instructor of the County's Leadership Model Strategic Thinking and Planning module.

Instructor Sep 2015 to Current Rutgers University － New Brunswick, New Jersey • Administrator Certification Program. • County Fiscal Operations. • Other Fiscal and Administrative courses and certificate programs.

CFO/Director of Finance Mar 2010 to Feb 2014 Township of Middletown － Middletown, New Jersey Specific Responsibilities:. Preparation and submission of all FEMA Project Worksheets for reimbursement of Super Storm Sandy for over $14 million. Partnership with governing body and community in establishing nonprofit organizations to help provide relief to residents affected by Super Storm Sandy. Implementation and utilization of a debt service management plan resulting in annual savings in the hundreds of thousands of dollars from interest and cost of issuance fees. Implementation coordination of a natural gas fuel station and heavy/passenger vehicle fleet program 100% funded by grants. Implementation of a new HR/Benefits/Payroll system. Actively and aggressively pursue solutions to minimize effects of Tax Appeals on the township by spreading the cost over 5 years with notes. Administration of a $64 million dollar operating budget. Management and coordination of functions & interactions of the Township's Finance Office, Tax Collector's Office, Tax Assessor's Office, and Division of Payroll & Division of Purchasing. Negotiation of new banking services resulting in an increase in interest rate by nearly 50%, reduction of all fees by 100% to 0$, elimination of all federal and bank reserves with a net budgetary savings of over $200,000 per year. Daily interaction with the Mayor involving county operations and the needs of the community. Review of Audit recommendations and creation of procedures to rectify past practices that were not in compliance with state statutes. Negotiation of various Labor contracts.

Director of Finance/Consultant Jan 2009 to Dec 2013 City of Hoboken － Hoboken, NJ Specific Responsibilities: Completion of 5 consecutive Municipal Budgets with a levy decrease of 1%-5% or more. Management and coordination of functions & interactions of the City's Finance & Revenue Office, Tax Collector's Office, Tax Assessor's Office, Division of Payroll, Division of Grants Managements and Office of Personnel including Employee Benefits. Management of personnel, assignment of duties and review of the daily/monthly operations & functions of the Finance Office. Management of the administration of a $124 million-dollar operating budget. Management of the fiscal and administrative operations of a $15 million-dollar Parking Utility budget that included five (5) parking decks, street permit parking, meter parking and parking enforcement. Establishment of policies and procedures related to all fiscal maters and internal control of the City. Establishment of policies and procedures related to all budgetary practices of the City. Development of detail manual with specific instructions for day-to-day operations in the finance office and Tax Collector's office, including specific examples of how to set up new accounts in each of the City's funds. Development of a detail manual for all other departments outlining specific procedures in dealing with financial matters and their required interaction with the finance office. Review of Audit recommendations and creation of procedures to rectify past practices that were not in compliance with state statutes. Negotiation of all Labor contracts. Development and implementation of a detailed system for budget request from all departments and divisions. Budget request review and recommendations to the Mayor and Fiscal Monitor as to the validity/importance of each request. Preparation of the SFY 09 and SFY 10 Municipal and Utility budget for introduction & adoption. Presentation of introduced budget to council members and facilitation of public budget workshops and a public budget hearing. Reviewed and development of procedures for calculating and billing of 25 PILOT programs through out the City equaling over $13 million dollars in miscellaneous revenue. Preparation of the City's debt service schedule and coordination of refinancing annual Bond Anticipation Notes as the come due. Negotiation of a savings of over $600,000 in BAN interest by participating in the HCIA pooled Notes program. Also, reduction in the amount of debt by over $6 million by paying down Notes that had been funded by grants several years earlier. Maintenance of a cash flow statement for the City, which resulted in a $1.2 million savings in interest cost by not issuing Tax Anticipation Notes as was common practice in the past.

Township of East Amwell, PT-CFO － Amwell, New Jersey Mar 2013 to Nov 2013

Treasurer Feb 2009 to Mar 2010 Hoboken Board of Education － Hoboken, New Jersey • Preparation of monthly bank reconciliations and Treasurers' report pertaining to the Board of Education's Finances.

Government Consultant Sep 2006 to Dec 2008 Professional Consulting － Monroe, New Jersey Evaluation of organizational structure and recommendation of efficiency solutions. Preparation of Municipal Operating and Capital Budgets. Resource allocation and utilization. Review of internal financial procedures and recommendation of industry related best practices.

Managing Partner Jan 2007 to Dec 2008 Two Cousins Financial and operational management of organization. Manage all personnel related functions including: recruitment, review and evaluation, discipline and termination. Supervision of inventory and ordering functions. Supervision of managers and staffing requirements. Research opportunities for franchise expansion.

Treasurer Apr 2001 to Mar 2007 Highland Park Board of Education － Highland Park, New Jersey • Preparation monthly bank reconciliations and Treasurers' report pertaining to the Board of Education's Finances.

Borough Administrator/CFO Apr 2001 to Aug 2006 Borough of Highland Park － Highland Park, New Jersey • Specific Responsibilities:. • Management of 130 full and part-time employees. • Negotiation of all Labor contracts. • Performance of all statutory duties required of a CMFO. • Preparation of Annual Budget including power point presentation, five year capital budget plan and debt service analysis, identifying cost drivers and offering cost cutting alternatives. • Preparation of State Extraordinary Aid Application. • Various cost analysis related to Human Resource & Departmental costs. • Preparation of debt analysis, Debt service schedule, Bond ordinance and Supplemental Debt Statements. • General Management of Water & Sewer Utility responsible for all financial & operational functions. • Preparation of Water & Sewer rate study. • Maintenance of G/L for all funds: Current, Gen Capital, Grant, Trust, Water & Sewer operating and Water & Sewer Capital. • Review of all bank reconciliations, preparation of cash flow analysis and cash management procedures. • Financial grant reporting.

Adjunct Professor Sep 1996 to May 2005 Middlesex County College • Instructor of Political Science, State & Local Government, Intro to Political Science.

Municipal Auditor/ Comptroller Dec 1999 to Apr 2001 • Specific Responsibilities:. • Execution all of the following duties for cites such as East Orange, Irvington, Jersey City & Keansburg. • Review and redevelopment of all aspects of financial and operational internal controls and procedures. • Supervision of Accounts Payable, Payroll, Accounting personnel and Treasury Personnel. • Development and maintenance of debt service schedules and payment calendars. • Preparation and maintenance of cash flow analysis and cash management procedures. • Preparation of various budget and auditing projects reporting directly to Director of the Division of Local Government Services. • Execution of budget reviews for municipalities and authorities.

Senior Auditor/ Government Consultant Jun 1997 to Jan 2000 Ernst & Young LLP － Iselin, NJ • Specific Responsibilities:. • Execution of audits on various local governments, for profit and not-for-profit corporations. • Evaluation and performance of test procedures on internal controls. • Preparation and analysis of audited financial statements of various Municipalities, Board of Educations and other local government agencies. • Supervision of all staff assigned to the engagement team. • Preparation of debt service schedules & Local Finance board application. • Study organizations controls, management effectiveness & efficiency and make recommendations for improvements. • Various personal investments leading to the purchase and sale of real estate, management of rental properties, construction and remodeling of commercial and residential properties and negotiating and managing various contractors. • Development & participation in providing donations of time, money and resources used to establish fund raisers, cloths drives and providing holiday food & festivities for the hungry, lonely and less fortunate members of the community. • Treasurer of the Middletown Disaster Relief Fund.

Learning Specialist Sep 1992 to May 1997 • Comprehensive support services as well as individualized and small-group instruction for students with learning disabilities in college environment. • Consultation of college faculty to ensure appropriate classroom and faculty accessibility. • State of New Jersey - Division of Local Government Service. Education and Training

Masters, Public Administration 1997 Rutgers University Graduate School

B.S, Accounting 1992 Rutgers University

Certified Municipal Finance Officer, State of NJ

Licensed Pastoral Clinical Counselor

Doctoral Candidate in Christian Counseling School of Christian Counseling/Cornerstone Additional Information

Certified County Finance Officer, State of NJ Licensed Real Estate Sales Agent NJ

LIBBEY M. TUCKER, CEcD Wentzville, MO 63385 636-357-1797 [email protected] Linked In: https://www.linkedin.com/in/libbeytucker

Career Profile Experienced municipal manager & economic developer. Managed various operational areas in a municipality with a $43 million general fund budget; developed and implemented policies & programs; & provided support to City Administrator and City Council. Successfully managed the expansion of two high-growth communities resulting in millions of dollars of capital investment and thousands of retained and new jobs. Excellent public relations, communications and problem solving skills.

Key Strengths • Municipal Government Knowledge • Collaboration/Problem Solving • Creating Partnerships • Communication Skills • Leadership & Mentoring Skills • Project Management

Accomplishments Municipal Government Knowledge/Project Management • Assisted the City Administrator in various duties including employee relations, organizational problem solving, and community and City Council relations. • Managed a diverse group of employees in the areas of Court, Information Technologies, Communications, Customer Service, Employee Services and Business Assistance. • Coordinated efforts with the Parks Division to include public & performing arts as City operations following the reduction in services by the community’s arts organization. Served as the City staff liaison to art and performing art organizations in the community. • Created a new economic development division within the City of Chesterfield, implementing several initiatives such as creating a strategic plan; marketing materials, web site content & ad campaigns; created a business retention & expansion program; established an economic development advisory board and an entrepreneurial/micro- business development education program. • Participated in and led Strategic Planning and Budgeting processes for various departments, including leading City Council through a SWOT analysis. • Strengthened relationships between the Planning, Licensing & Economic Development divisions to ensure a timely and customer friendly project approval process. • Managed the City’s Neighborhood Improvement District process, assisting residents with a funding mechanism to create neighborhood improvements with a public benefit. • Managed $269,000 in Community Development Block Grant federal funds for programs that benefited low income and senior adults. • Directed the City’s Wellness program that consistently led to reductions in or low rate renewals in health insurance and secured better benefit options for employees in a variety of areas including life, dental & vision coverage and supplemental policies (Aflac). • Coordinated economic development growth from start-ups to Fortune 500 companies, resulting in billions of dollars of capital investment and thousands of jobs retained and/or created.

Resume of Libbey M. Tucker Page 2

Leadership & Mentoring and Communication Skills • Experienced in managing organizational behavior and changes that occur with election cycles, political agendas, changes in leadership, and affecting positive outcomes in challenging personnel situations either through coaching or dismissal. • Responsible for all public relations and communications for Chesterfield, including publication of the City newsletter, maintaining web site content, video & social media. • Mentored employees resulting in advancement in their career path. • Created an internship program at the City for Masters-level social work & economic development students at Washington University.

Collaboration/Problem Solving/Partnerships • Regularly worked with public transportation officials to retain sufficient bus service to the community to meet the needs of key employment centers. Participated in a steering community to bring transportation services for seniors to St. Louis County. • Established the Chesterfield Development Advisory Council comprised of local business & community leaders to assist with community planning and advocating for the City. • Developed a successful entrepreneurial program for micro-businesses that entailed a seven-week course, a community mentoring program and continuing education courses. • Assisted the Chamber of Commerce in planning events such as Economic Development summits and Disaster Preparedness for Businesses seminar. • Work with a variety of community volunteers on various City committees and projects, including fundraising for a Veterans Honor Park and the City’s 25th Anniversary events. • Implemented the Chesterfield Older Adult Task Force to meet the needs of residents 55+.

Career History City of Chesterfield, Missouri August 2005 – November 30, 2017 ASSISTANT CITY ADMINISTRATOR/COMMUNITY SERVICES & ECONOMIC DEVELOPMENT DIRECTOR

City of O’Fallon, Missouri January 2004-August 2005 DIRECTOR OF ECONOMIC DEVELOPMENT

ASSISTANT DIR. OF ECONOMIC DEVELOPMENT December 2001-January 2004

City Utilities of Springfield, Missouri June 1998-December 2001 ECONOMIC DEVELOPMENT SPECIALIST Education & Professional Development • Master’s Degree in Business Administration, Drury University, 1997 • Bachelor of Science in Business Admin., Southeast Missouri State University, 1991 • Certified Economic Developer, September 2001 (CEcD) • Board/Member Commercial Real Estate Women of St. Louis, 2005-present • Board/Member, Missouri Economic Development Council, 2006-present • Member, International Economic Development Council & International Council of Shopping Centers • Leadership Missouri Alumni, 2002 & Leadership Chesterfield Alumni, 2013 • Volunteer & Steering Committee Chair, ITN Gateway-Senior Transportation-2016-Present

Alonzo Waitman

10080 Dayton-Greenville Pk. Phone: (937) 474-6770 Brookville, OH 45309 [email protected]

OBJECTIVE

A long-term management opportunity that will offer challenging responsibilities. QUALIFICATIONS

22 years of knowledgeable experience in the safe and efficient management and operations of Dayton's two 96 MGD lime softening water treatment facilities. Quick in resolving personnel disputes, able to delegate experienced and talented personnel to perform necessary technical maintenance tasks, and advising on capital improvement projects to maintain optimum plant performance. Ohio EPA Class IV Water Supply licensed (WS4-1019021-14). Assoc. of Mathematics degree (Pre-Engineering). Eight years of experience in U.S. Army reverse osmosis water purification.

EMPLOYMENT City of Dayton, Ohio 1996 – Present

WTP Supervisor (interim 2005-2008, fulltime permanent 2014-present) • Directs the safe and efficient operations and maintenance of a 96 MGD lime softening water treatment facility through subordinate operators, maintenance mechanics, electricians, and other necessary qualified personnel. • Oversees that all necessary EPA and contact time rules and regulations are met and within standards. Water Treatment Plant Operator II/Shift Supervisor (2000-2014) • Responsible for the safe and efficient operations of a 96 MGD lime softening water treatment facility through subordinate operators and SCADA. • Ultimately responsible for raw water rate changes, water sampling determining chemical adjustments and all pumping system changes throughout distribution system serving a population of 440,000. Water Treatment Plant Operator I (1996-2000) • Responsible for chemical adjustments and the proper operations and maintenance of chemical feed apparatuses for the treatment processes of a 96 MGD lime softening water treatment facility.

Ohio Army National Guard 1993 - 2001 Water Treatment Specialist • Responsible for the complete set-up, operations, and distribution of 3K GPH Reverse Osmosis Water Purification Units (ROWPU). • First place winning team leader in the 1999 Department of Defense’s ROWPU RODEO water treatment contest for nation’s best reserve component in ROWPU operations. • Honorable discharge 2001. • EDUCATION • Associates of Science with emphasis in mathematics, Sinclair Community College, Dayton, Ohio. • Basic and advanced water courses, Springfield, Ohio. • US Army Quartermaster School Water Treatment Specialist Course (77W) TORI FERNANDEZ WHITNEY, MPA 2523 17th Street, NE ! Washington, D.C. 20018 ! (202) 549-8688 ! [email protected]

June 20, 2018

Colin A. Baenziger, MPA Principal Colin Baenziger & Associates Executive Recruiting 2055 South Atlantic Avenue Suite 504 Daytona Beach Shores, FL 32118

Re: City Manager- City of Naples

Dear Mr. Baenziger

I am pleased to submit the enclosed application for the City Manager position currently available with the City of Naples. My executive leadership experience, business acumen and strong history of leading, influencing and implementing policies and programs in a large municipality make me an excellent candidate for this position.

I have over 10 years of executive leadership experience conducting programmatic and budget oversight and directly managing a local municipal agency. I have demonstrated expertise developing, preparing, executing and managing complex operating and capital budgets for both the legislative and executive branches of the District of Columbia government. I gained legislative budget formulation expertise as Deputy Committee Director/Policy Director of the Council of the District of Columbia’s Committee on Health. I developed the fiscal year 2006, 2007, and 2008 operating and capital budgets of the Department of Health, and utilized the legislative budget process to plan, direct and coordinate the agency’s $1.9 billion budget to support the policy initiatives of the Committee on Health, Executive Office of the Mayor and other stakeholders. I also learned how to successfully formulate, justify and execute operating and capital budgets within the executive branch of the District as Administrator of the Department of Health, Addiction Prevention and Recovery Administration (APRA).

During my four-year tenure with APRA I realigned the agency, modernized its data infrastructure, improved contract management and oversight of vendors, and competitively secured over $34 million in federal grants. I achieved APRA’s organizational congruence with its mission and core functions by strengthening its business operations and processes, improving its operating efficiency, and developing its infrastructure. These changes significantly increased the volume of services delivered and enabled the agency to establish stronger systems of accountability to monitor and improve service quality. The strength of my candidacy is direct management and operations experience, leading and implementing organizational change, and adopting changes in business process and practices to improve the function and fiscal health of organizations.

I have a strong history of leading, influencing and implementing policies and programs in the District of Columbia. Working with the Council of the District of Columbia required that I demonstrate topic versatility and the ability to analyze and develop policy recommendations for complicated issues in a fast- paced environment. I served as a trusted resource for other Council offices and the Executive Office of the Mayor while maintaining strong working and personal relationships with colleagues. My experience

as both a policy maker and implementer provides me with a nuanced understanding of the challenge of translating policy and regulatory requirements into practice.

I have expert knowledge of the council-manager structure and the capacity to navigate its processes for maximum impact. I am a skilled cross-discipline communicator and I effectively communicate with regulators, legal counsel, legislators, policy-makers and advocates. I am adept at presenting complex concepts clearly and concisely, developing high level briefings and presentations, and synthesizing information to develop recommendations for action.

I am excited about the opportunity to work with the City of Naples. I have a genuine affinity for working in team-based environments, nurturing the talents and capabilities of team members, and coaching staff to achieve excellence. I believe that I have the experience, skills and leadership acumen to make a significant contribution to the City of Naples. It is my hope that after your review of my resume and qualifications, I will be strongly considered for the City Manager position.

Sincerely,

Tori L. Fernandez Whitney

TORI FERNANDEZ WHITNEY, MPA 2523 17th Street, NE ! Washington, D.C. 20018 ! (202) 549-8688 ! [email protected] EXECUTIVE QUALIFICATIONS

Experienced executive with proven business acumen, expertise in policy development, analysis and execution. Successfully leverages relationships with diverse constituencies and key decision-makers to achieve goals and objectives. Adept at building and motivating agile cross-functional teams with demonstrated capacity to strategically plan, evaluate and respond to change in complex and fluid political and fiscal environments.

PROFESSIONAL EXPERIENCE

Senior Advisor/Chief of Staff - Division of Global HIV/AIDS & Tuberculosis, Centers for Disease Control and Prevention (CDC), Intellectual Concepts, LLC, Atlanta, GA August 2015-April 2018 ! Provided executive leadership and support to the Division of Global HIV/AIDS & Tuberculosis as Chief of Staff to the Director. ! Conducted programmatic oversight of the division’s global health portfolio, which provides technical expertise and support to over 60 countries in Europe, Asia, Africa, Central America and the Caribbean with an annual operating budget of $2.5 billion. ! Applied knowledge of relevant administrative laws, regulations and precedents to strategically support rapid shifts in international public health program priorities. ! Facilitated engagement with key decision-makers and constituencies to promote program goals and objectives. ! Utilized qualitative methods to review, evaluate and improve international public health program operations. ! Attended various interagency meetings, forums and conferences to strengthen CDC partnerships with the Department of State, U.S. Agency for International Development, Peace Corps, Department of Defense and Health Resources and Services Administration. ! Managed internal communications and critical issue resolution on behalf of the Director and executive management team.

Administrative Officer- District of Columbia Department of Human Services, Family Services Administration (FSA), Washington, D.C. August 2012-July 2015 ! Formulated and managed an annual operating budget of $175 million. ! Executed grants, contracts and Memoranda of Understanding to ensure service delivery to homeless individuals and families, families in crisis, and elderly victims of abuse and neglect. ! Developed policies and procedures to strengthen administrative infrastructure and streamline business processes. ! Provided targeted program support to identify operational efficiencies and enhance oversight and monitoring capacity of key functions. ! Ensured agency compliance with governing legislation, regulations, administrative orders, audit findings and recommendations.

Chief Executive Officer- Whitney & Associates, LLC, Washington, D.C. May 2011-May 2013 ! Enhanced client business operations and structure through system analysis and program evaluation.

! Improved client compliance with relevant licensure, certification and other regulatory requirements. ! Developed performance metrics and provided performance management and process improvement services for HIV/AIDS, behavioral health and education non-profit organizations. ! Conducted strategic planning processes and facilitated establishment of strategic management frameworks for HIV/AIDS, behavioral health and education non-profit organizations. ! Established strategic frameworks to diversify funding mechanisms and develop resources to stabilize, strengthen and ensure long-term business viability of HIV/AIDS, behavioral health and education non-profit organizations.

Administrator - District of Columbia Department of Health, Addiction, Prevention and Recovery Administration (APRA), Washington, D.C. (Mayoral Appointment) June 2007-April 2011 ! Successfully transformed behavioral health system by privatizing health services and realigning the agency to support its core functions. ! Formulated and executed an annual operating budget of $45 million, including a comprehensive voucher management system for service reimbursement. ! Managed a diverse staff of approximately 185 FTEs. ! Facilitated delivery of publicly financed behavioral health services to over 10,000 individuals per year. ! Enhanced service delivery by integrating HIV/AIDS testing and referral services within sub-acute hospital facilities, opioid treatment programs and intake and assessment protocols. ! Competitively secured $34 million in federal grants to expand services. ! Increased sub-acute hospital service volume by 54% and decreased service costs by 40% or $2.5 million. ! Consolidated agency operations and reduced fixed costs by 63% from $5.7 million to $2.1 million. ! Realigned agency functions, staffing and services to decrease administrative costs from 43% to less than 20% of its operating budget. ! Established Medicaid reimbursement for adolescent treatment services. ! Implemented comprehensive electronic medical records and recovered $400,000 in duplicate and fraudulent provider claims within the first 180 days. ! Elected First Vice President of the National Association of State Alcohol and Drug Abuse Directors.

Deputy Committee Director/Policy Director- Council of the District of Columbia, Committee on Health, Washington D.C. January 2005- June 2007 ! Conducted programmatic and fiscal oversight of the District of Columbia Department of Health (DOH), comprised of a central administrative office and nine agencies with an annual operating budget of $1.9 billion. ! Developed the fiscal year 2006, 2007, and 2008 DOH budgets and redirected nearly $40 million of historically lapsed funds to enhance quality and access to health care, provide direct services, and improve coordination among District health care agencies. ! Analyzed policy, developed policy recommendations, and drafted legislation. ! Wrote and facilitated passage of the Community Access to Health Care Amendment Act of 2006, which designated $248 million of tobacco settlement funds for health care infrastructure and services. ! Coordinated oversight and budget hearings, maintained official records, and managed official correspondence and information requests. ! Served as Acting Committee Director from July 2006 to November 2006.

Policy Analyst/Advocate- Church World Service, Washington, D.C. January 2004-January 2005 ! Researched and analyzed the impact of U.S. foreign policy on global trade, HIV/AIDS, and social and economic development. ! Managed global HIV/AIDS initiatives and produced education, advocacy and outreach resources. ! Advocated for increased appropriations for foreign operations, core international development programs and global HIV/AIDS, including the Global Fund to Fight AIDS, Tuberculosis and Malaria. ! Represented Church World Service at international conferences and forums, including the XV International AIDS Conference in Bangkok, Thailand. ! Served as Chairperson of the Global Action for Children Campaign and successfully lobbied Congress for increased appropriations to support the unmet needs of children orphaned by HIV/AIDS in the developing world. ! Served as Co-Chairperson of the Advocacy Network for Africa.

Senior Legislative Associate- National Minority AIDS Council, Washington, D.C. September 2002-May 2003 ! Advocated on behalf of people living with HIV/AIDS to expand Medicaid eligibility and prescription drug coverage. ! Secured increased appropriations for federal health agencies that administer HIV prevention programs, care, and other support services. ! Lobbied members of Congress to advance legislation to address the global HIV/AIDS pandemic, domestic HIV/AIDS research, and treatment. ! Generated policy and action alerts to constituents on the status of legislative and budget priorities.

Government Affairs Associate- National Health Council, Washington, D.C. January 2002-September 2002 ! Managed the legislative and advocacy agenda of the association’s Medical Research and Health Promotion and Disease Prevention Issue Teams. ! Lobbied members of Congress to promote the policy and budget priorities of member organizations. ! Prepared written testimony and correspondence to relevant Congressional committees in support of National Health Council legislative priorities. ! Wrote legislative updates and articles for the quarterly newsletter.

Staff Assistant- Office of Congressman William Jefferson, Washington, D.C. August 2000-January 2002 ! Conducted extensive legislative research for senior policy staff and constituents. ! Tracked and responded to constituent correspondence. ! Coordinated constituent tours of places of interest in Washington, D.C. ! Provided general clerical and administrative support.

EDUCATION

AMERICAN UNIVERSITY, Washington, D.C.

Master of Public Administration

Bachelor of Arts: Political Science

REFERENCES

David A. Catania, JD, LLM Former At-Large Member, Council of the District of Columbia Former Chairman, Committee on Health, Council of the District of Columbia Email: [email protected] Phone: (202) 669-6761

Shannon L. Hader, MD, MPH Former Director, CDC Division of Global HIV and Tuberculosis Former Administrator, D.C. Department of Health, HIV/AIDS Administration Email: [email protected] Phone: (202) 290-5106

Shaun M. Snyder, JD, MBA Executive Director, National Association of State Treasurers Former Deputy Director of Administration, D.C. Department of Health Addiction Prevention and Recovery Administration Email: [email protected] Phone: (202) 744-6663

Greetings,

I have a passion for people. I believe that communities, governments and organizations who practice inclusivity and diversity as an integral part of their sustainability, operational and strategic plan offer the strongest, most innovative and progressive environments. The future of all progressive entities are greatly impacted when inclusion and diversity is embraced and practiced. As a Contracts Manager & Coordinator over the past 12 years, I have had accountability for the coordination, implementation, and management of over 154 million dollars in public sector contracts, budgets, agreements and projects annually. During this time, I have developed a solid reputation for managing numerous concurrent contracts, agreements and projects through all phases; from beginning through conclusion of each fiscal year within targeted cost, on schedule, and within compliance parameters. Currently, I serve as an Agreements Manager with the Illinois Department of Transportation, in the Bureau of Design and Environment (D &E).

I am an analytical, insightful, and a highly-disciplined problem solver with demonstrated ability to provide quality leadership that invokes committed professional participation and mutually respectful relationships. I have developed and sustained exceptional contacts and networks and have earned the respect of a wide variety of stakeholders, staff, co-workers, senior managers, and clients. My management style is Sophisticated Modern Consultative (SMC). In this style of management employees are regarded as assets (human capital) and management seeks to maximize employee identification with the aims of the organization. Encouraging a personal interest in the success of the entity as a whole improves the focus of the mission through individual dedication. The SMC management style reflects a less formal, more flexible approach to employee relations. The SMC style utilizes employee participation in decision making and is encouraged through routine recognition, problem-solving mechanisms and direct two-way communication.

I believe leadership and management training should evolve from a strategic plan. If organizations implement training or development into the strategic goals, then it is reasonable to assume that among those topics presented, a new leadership initiative is likely to emerge. I want to be a part of the effort that brings about the emergence of a new or revised leadership initiative to positively impact this community. I am also intending to experience a level of professional development to implement in my current and future workplace. Some organizations create frameworks; competency training and guidance intended to help employees expand their perception of events beyond their specified position duties or jobs. While this process is both important and valuable, because it facilitates growth and progress towards more responsibility and hopefully more pay and benefits, it is important to recognize that training and frameworks are important components of the entire learning experience.

The areas of great interest to me are the development, diversity and community engagement of leadership and the public. The importance of development is to make certain that leaders remain responsible and accountable for their influence in their places business and in the community. Leadership development is about putting people into situations that expand their view, test their common processes and challenge their assumptions. Development can also promote public awareness and growth. These development processes prepare participants for events that they may or may not have direct experience with in their general capacity prior. This development effort is important to ensure the participants are prepared for future responsibilities as civically engaged persons. Community development can address a variety of public education, social and economic issues through training, skills assessment, strategic improvement planning and application.

I believe best practices standards for development and implementation of affective diversity efforts in a community are to promote research methodologies of inclusion and public awareness. Building partnerships with existing public service entities to enact current best practices for the implementation of social justice at all times and when faced with public adversity. Diversity development is an excellent opportunity to practice social diversity initiatives and sensitivity response training. Development of funding opportunities to make this practice possible could be addressed through federal, local and state grants and agreements. Diversity initiatives can be facilitated through the organization of services of existing employers, community groups and leadership entities. Some diversity issues can be addressed through community representation and leadership, employment, small business and positive economic development implementation. The goal of diversity is to improve the overall dynamic, improve social balance in the economy and promote proactive approaches to issues that address the underlying causes.

I align my efforts with others in that area of expertise with whom I can assist, and work with to gain first hand understandings of the process in practice. Opportunities for mentoring, community engagement projects, and internships are all very useful tools to help gain direct experience on areas of practice in structured and welcoming environments. Finally, I work to apply the learned information and experiences into the practices I routinely perform in order to make or improve effectiveness and efficiency processes in the workplace. This step can be more difficult than the others due to the fact that implementation of new practices requires time for a complete operational cycle of trial and error. A full cycle is necessary to effectively assess impact and adjust accordingly to a specific situation. If senior and middle management in an organization support improved and informed employees, forward thinkers and a responsive workplace they will openly support leadership efforts.

This learning process helped me identify strong leadership and organization skills that I was not fully aware of prior. I now strive for the implementation of informed, improved practices in both personal and professional endeavors. Over the last three years I have become increasingly involved in community engagement opportunities, non-profit organizations, local businesses and volunteering opportunities. I have created structured opportunities for others to become engaged with leadership. I seek to improve the functionality, structure and productivity of any organization I work within or provide services for. Having the specific experience in completion of this program will establish an affective and transitional achievement in two very important professional and personal points of interest for me. Community engagement and leadership are areas that I invest in; and as a community leader I am constantly seeking to improve my professional leadership experiences through collaborative projects that support and benefit the community. Within organizations, including the agency for which I work leadership is almost none existent. The propensity for dysfunctional employee management often creates the occurrence of functional silos within organizations which make management and leadership frameworks not only problematic, but in many cases and more often than not, perplexing.

It's been my experience that this situation can be found in organizational frameworks that not only provide different emphasis, but perhaps even a different definition of leadership as management and a static focus on functional hierarchy verses growth and functional fluidity. Functional fluidity is a practice in proactive organization actions that up hold policy and procedure while providing a humanistic implementation approach through implied flexibility for the static interpretation of standard governance. For organizations to create effective guidance to navigate existing organizational impeding structures and silos progressive frameworks are required. Through teamwork, collaboration, negotiation and prioritization a comprehensive, sensible and cohesive policy and practice will emerge eliminating conflicting ideas, providing focus on what really matters and clarify accountability efforts in the workplace. Through engagement in the doctorate program I hope to sharpen my skills not only as an active community leader but, a leader in the professional workplace as well.

I use interpersonal skills including non-verbal communications, listening skills and clarification to assist with daily tasks. I also, use clarity of speech, practice remaining calm, focused, being polite and following some basic rules of etiquette; coupled with mild humor as my own personal style of verbal communication. Specifically, I rely on verbal communication to perform expedited processes and as an alternative method of communication for written communication. I believe in and foster the practice of vendor, agency and community partnerships; composed of dedicated and collaborative team members. Dedicated members are crucial to the facilitation of consistent and successful project initiatives. I provide additional support through the creation of troubleshooting strategies as proactive solutions to issues that may inhibit forward progress of the collaborative group. One such strategy breaks down a large issue into smaller, more manageable parts assigned to groups within the collective to solve independently. When implemented successfully this practice solves both the superficial problem and the general issue. This practice also addresses the underlying issue of implementing affective collaboration processes when all groups are brought back together with the final resolution.

Special Recognition: National Honors Society 2001, Illinois Legislative Shadowing Program 2004, Graduate Public Service Internship 2005, Legislative Assistant for the Illinois General Assembly 2005, and Springfield Business, Journal October 2014, 2015, Graduate of the 2016 Leadership Springfield Program, 2016 40 Under 40 Award recipient

Community Leadership: Q5 Diversity Development Counsel 2014 to Present, Springfield Black Chamber of Commerce Network Committee Chair, Young Springfield Professionals 2014- 2015 Marketing and Communications Committee Present, African American History Museum Fundraising Partners & Community Engagement 2014 -Present, Springfield Black Chamber of Commerce and the African American History Museum, Maintaining Leadership Small Group 2014 -2016, First United Methodist Church, Community Relations Committee with the City of Springfield 2016-Current, United Way, Financial Stability Vision Council Board Member Some of the qualities and credentials I offer are: Projects and contracts management, Experience in State and Federal government entities. Interpersonally- skilled coordinator & liaison, expert in research, training & reporting, Masters of Public Administration -2005 Masters of Law-2009, Bachelors of Communications, Multimedia & Graphic Arts-2003

Thank you for your consideration for candidacy for this unique opportunity.

Best,

Ms. Veronica Y. Williams

Veronica Y. Williams 217-698-2707* [email protected]

Objective: Public Administrator, Communications, Contractual Law, Program and Project Management

Summary: • Performance Management: Ensure vendor compliance with service levels, validate monthly performance measures, assess financial penalties, and manage service level methodology. • Procurement of Additional Services: Manage procurement processes to ensure timely and accurate completion of work orders, scope and statements of services. • Value Realization: Enforce contractual provisions to ensure continuous improvement and expected financial savings. • Dispute Resolution: Resolve contractual and financial disputes with vendors, consultants and contract service providers. • Subject Matter Expertise: Serve as contractual expert in all areas of the outsourcing service agreements. • Agreements & Amendments: Negotiate contracts, supplements, grants and amendments as needed.

Education: Master’s Degree in Law 2009 University of Illinois at Springfield

Master’s Degree in Public Administration 2005 University of Illinois at Springfield

Bachelors of Arts in Communications 2003 University of Illinois at Springfield

Career History: Illinois Department of Transportation, Agreements Manager 2016 to Now Illinois State Board of Education, Contracts Coordinator & Manager 200 6 to 2016 Springfield Urban League, 21st Century Program Coordinator 2005 to 2006

Page | 1

Social Security Administration, Claims Representative 2004 to 2005 2003 to 2004 Mid-America Advertising, Inc., Graphic Designer 2003 to 2004 Nova Tech Solutions, Educational Instructor 2002 to 2003 Caterpillar Inc., Communications Specialist 2002 to 2002 Caterpillar Inc., Human Resources Assistant 2001 to 2002 Graduate Public Service Internship (GPSI) 2000 to 2001 Skills: Proficient in but not limited to: Microsoft Excel, Word, Access, Power Point, Visio, OneNote, Project, SASS, SPSS, Photoshop, Illustrator, PageMaker, InDesign, ProPresenter, IMovie, Final Cut Pro, IDVD, Final Cut Pro, Quarks, Works, Word Perfect, Adobe Reader, Oracle, Dreamweaver, Adobe Pro, Publisher and FrontPage.

Professional Experience: Illinois Department of Transportation Springfield, IL Agreements Manager I provide audit and review of requests for agreement proposals. I create and complete vendor agreement draft documents, and finalize agreements. I analyze potential cost reduction opportunities based on auditing vendors costs with current approved market costs for procuring vendors. I monitor consultant finance, budget and compliance through oversight of the vendor agreement throughout the term.

Illinois State Board of Education Springfield, IL Contracts Manager & Coordinator I developed RFPs and vendor selection in accordance with procurement selection proposal scoring guidelines. I steered contract negotiations and the approval process to establish vendor partnerships. I pro-actively identified contractual issues, clarified the value of potential changes to contract language, and responded quickly to concerns throughout the contracting process. I provided general contractual direction for the contract holder, management, and project team members. Springfield Urban League Springfield, IL 21st Century Program Coordinator I provided management of program initiatives, staff, budget and resources. I created program learning objectives by structuring enrichment objectives. I processed data collection and keep detailed account of community services provided through program implementation. I restructured the existing program, served as the program facilitator, & grant writer. I created and implemented program procedures, provided compliance data reporting in support of approved federal grant award requirements and provided summary reports for qualitative and quantitative annual fiscal comparative analysis.

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Social Security Administration Litchfield, IL Service Representative I managed SSI and SSA appeals, and processed data entry of claimant’s detailed information. I structured project initiatives for reduction of paper waste output, analyzed and processed SS number data active status removal for death claims. Mid-America Advertising Springfield, IL Graphic Designer I provided multimedia & graphic design services for outdoor & exterior marketing for clients. I provided professional communications & marketing services including photography, marketing and branding. I provided presentations, & sales promotional seminars. Nova Tech Solutions Springfield, IL Educational Instructor I provided software training in Microsoft Office/Creative Suite 2 & 3. I provided KAlliance certified onsite application classes for adult learners and computer education training for private & public clientele. I provided promotional presentations, & sales seminars. Caterpillar Inc. Mossville, IL Communications Specialist I restructured and managed the division’s internal/ external websites and database. I managed database conversions of from Access to Oracle to accommodate service increases. I monitored compliance of global marketing policies & regulations. I coordinated data archive management of system information. Caterpillar Inc. Mossville, IL Human Resources Assistant I activated an online recruiting system eliminating paper conversions via applicant data matrix implementation. I compiled & organized global recruiting candidate data. I provided oversight of information tracking & data preparation for HR review. Illinois Department of Human Services Springfield, IL Graduate Public Service Internship (GPSI) I managed multimedia, audio/visual and graphic design projects. I provided change management research for DHS, Department of Community Relations. I researched and processed requests for Freedom of Information Act (FOIA) inquires. I created & organized press releases & public relations services materials. University of Illinois Springfield Springfield, IL Multi-Media Specialist I provided multi-media services of audio/visual and graphic design. I provided software application training courses for students, facility and staff. I created

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marketing publications, provided IT services and solutions campus wide. Volunteer Experience / Honors: National Honors Society 2001 Legislative Assistant for the Illinois General Assembly 2005 Legislative Shadowing Program GPSI 2005 Young Springfield Professionals, Board Member 2015 Leadership Springfield Program 2014 40 Under 40, Award 2016 Languages: English, Expert Spanish -Progressive American Sign language - Progressive

Page | 4

UNIVERS Y OF ILLINOIS AT SP. ,NGFIELD Page: I Springfield, Illinois 62703-5407

ACADEMIC TRANSCRIPT

Previously Natned Sangamon State University until June 1995

Student Name: Williams , Veronica Y.

Student ID: 661 848721 Course Level: Graduate - Springfield

Issue Date: 0111 311 I MonthtDay of Birth: 0911 3

: Publlc Adrnlnistratlon COURSE TITLE CRED GRD PTS

Institution Infomation continued: History of American Law 4.00 C+ 9.20 Major : Legal Studles Intro To Grad Legal Studies 4.00 C 8.00 Ehrs: 12.00 GPA-Hrs. 12 00 QPts: 29.20 GPA. 2.43 COURSE TITLE CRED GRD PTS

4.00A 16.00 INSTITUTION CREDIT: Ethics ~n Government 4 00 Bt 13.20 Ehrs. 8 00 GPA Hrs. 8 00 QPts: 29.20 GPA: 3 65

Fall 2003 - Springfield Fall 2007 - Sprlngfleld ADMITTED TO GRADUATE STUDIES Comerclal Law 4.00 B 12.00 ORGANIZATION DYNAMICS Effective Pub Affairs Writlng 4.00 A 16.00 Ehrs 4.00 GPA-Hrs* 4.00 QPts: 12 00 GPA 3 00 Ehrs. 8.00 GPA-Hrs. 8 00 QPts: 28 00 GPA: 3 50

4.00 B- 10.80 Cl lnlcal Education 4.00 CR 0 00 ANALrPICAL TOOLS 4 00 B+ 13 20 Ehrs 8 00 GPA Hrs 4 00 QPts: 10.80 GPA 2.70 Ehrs 1200GPA-Hrs. 1200 QPts. 3960GPA 330 Fall 2008 Sprlngfleld Fall 2004 - Springfield Law and Inequality 4 00 B 12 00 GPS1:Org Environ/Public SerVlc 1 00 A Publlc Advocacy 4.00 B 12 00 Budget And Finance Ehrs 8.00 GPA-Hrs. 8.00 QPts. 24,.00 GPA 3 00 Human Resource Management Tutorlal In Publlc Admln

Graduate Semlnar 4 00 B 12.00 Sol-lng 2005 - Springfield Ehrs. 8 00 GPA-Hrs 8 00 QPts 25.20 GPA. 3.15 Dispute Resolution Adminlstratlve Law GPS1:ConfllCt Mngmnt/Interpers 1.00 A- Capstone Seminar 4.00 B 12.00 Ehrs 1300GPA-Hrs.1300 QPts 4090GPA: 3.14

Fall 2006 - Springfield Legal Research And Citatlon 4 00 B

Official Transcript Issued to: Veronica Williams

Brian L. Clevenger Director of Records and RegistrationlRegistrar I Thls officially sealed and s~gnedIranscr~pt IS pr~ntedon blue SCRIP-SAFE@paper wtth the s~gnaturepr~nted In wh~te.A rased seal 8s not requ~redWhen photocopled a secur~ty statement tontarnlog the name of the cnstltutron wtll appear A BLACK ON WHITE OR A I ICOLOR COPY SHOULD NOT BE ACCEPTED' To be valid, this POSTALBOXXTMf~eld must display a colored backqround

UNIVERS Y OF ILLINOIS AT SP, .NGFIELD Page: 3 Springfield, Illinois 62703-5407

ACADEMIC TRANSCRIPT

Previously Nanled Sanganloll State University until June 1995

Student Name: WilkIm~, Veronica Y.

Student ID: 661848721 Course Level: Undergrad - Springfield lssue Date: 0111 311 1 MonthIDay of Birth: 0911 3

Comnen ts AWARDED B.A IN VISUAL ARTS Prior College Attended ILLINOIS COLLEGE SUBJ NO COURSE TITLE CRED GRD PTS

Degree(s) Awarded Bachelor of Arts 26-JUI-2003 Institution Infonnatlon continued: Degree Information Ehrs 16 00 GPA-Hrs 16 00 QPts: 56 00 GPA. 3.50 Major . Visual Arts Mlnor : Comnunlcation Sprlng 2003 - Sprlngfleld ART 410 SPECIAL STUD1ES:CERAMICS 4.00A- 14.80 SUBJ NO. COURSE TITLE CRED GRD PTS ART 470 SPEC ART HIST STUDIES.PICASS0 4 00 B 12 00 ART 482 PROFESSIONAL SKILLS 4 00 A 16 00 COM 437 INTERMEDIATEGRAPHICDESIGN 4.00A 16.00 TRANSFER CREDIT ACCEPTED BY THE INSTITJTION. LSC 408 INTERNATIONAL WOMEN WRITERS 4 00 B- 10 80 Ehrs 20 00 GPA-Hrs 20 00 QPts. 69.60 GPA: 3 48 FA99 - SPOl Aurora Univ Ehrs: 60 00 GPA-Hrs: 0.00 QPts. 0 00 GPA 0.00 Fall 2003 - Springfield CSC 318 COMPUTER LITERACY 4.00 A 16.00 INSTITUTION CREDIT: MAT 121 APPLIED STATISTICS 4.00 B 12.00 Ehrs 8 00 GPA-Hrs 8 00 QPts: 28.00 GPA: 3 50 Fall 2001 - Springfield ******+*+***********t*TRANSCRIPT TOTALS t+*t**f+***+***f***** ART 321 LIFE DRAWING 4.00 A 16.00 Earned Hrs GPA Hrs Polnts GPA ART 492 LIT.,ART/MUSIC:SYMBOLICMOVEMT 4.00 B- 10.80 TOTAL INSTITUTION 80 00 80 00 267.60 3 34 PAC 401 EVOLUTION AND CREATIONISM 4.00 B 10.80 Ehrs: 12.00 GPA-Hrs: 12.00 QPts: 37.60 GPA: 313 TOTAL TRANSFER 60.00 0.00 0.00 0.00

Spring 2002 - Springfield OVERALL 140.00 80.00 267.60 3.34 ART 422 CONTEMPORARY DRAWING 4.00 A 16.00 ++***+******+*++******END OF TRANSCRIPT **tf*f***+"**fW***f ART 471 PHILOSOPHY OF ART 4.00Ct 9.20 MM 302 INTROJINTERPERSN'L ORGNZ'L SYS 4.00 B 10.80 PHI 459 EUR/18TH CENT:THE ENLIGHTENMNT 4.00 B 10.80 Ehrs: 16.00 GPA-Hrs: 16.00 QPts: 46.80 GPA: 2.92

SIInmer 2002 - Springfield LSC 406 CARIBBEAN CULTURES IN THE U.S. 4.00 A- 14.80 SOA 491 FORENSIC INVESTIGATION/ANTHRO 4.00 A 14.80 Ehrs: 8.00 GPA-Hrs: 8.00 QPts: 29.60 GPA: 3.70

Fall 2002 - springfield ART 303 CERAMICS 4.00 A 16.00 ART 436 GRAPHIC DESIGN 4.00 A 16.00 MM 301 INTRO TO MEANING SYSTEMS 4.00B+ 13.20 COM 362 INTRO TO PUBLIC RELATIONS 4.00 B- 10.80 *++*t*++++*tt*t*t*+t CONTI.J(JED ON NEXT COLUMN ****+*'***ffff*f

Official Transcript Issued to: Veronica Williams

Brian L. Clevenger Director of Records and RegistrationlRegistrar Thls off~oallysealed and signed transcr~ptis pr~ntedon blue SCRIP-SAFE@paper with the signature pr~nledIn whlle. A ralsed seal is not requlred When photocopled a securlly slalement contalnlng the name of the ~nstitutlonwill appear A BLACK ON WHITE OR A COLOR COPY SHOULD NOT BE ACCEPTED1 To be valid, this POSTALBOXXTMfield must display a colored background. Rachel Witt 2038 Lafayette Ave. Apt. C, Saint Louis, MO 63104 [email protected] | 314-313-3811

Summary: Self-starter and economic development visionary recognized for implementing effective initiatives and increasing residential and commercial property values and incomes of small and large business owners within a main street area.

Skills and Experience:

Financial and Economic Development: ▪ Manage over $3.2 Million of the district’s income with expenses of $3 Million ▪ Increased sales tax revenue by 20% through programs, recruitment of businesses, marketing, branding and promotions ▪ Manage financial management of the CID, including the development and implementation of the annual budget and reviewing/approving all expenditures, and yearly audits ▪ Administer the overall operation: including evaluating the results of program activities, ensuring that contractual obligations are met; securing and allocating resources for greater program effectiveness and efficiency; developing policies and program objectives ▪ Develop best practices and ensure legal compliance in all key functional areas to include finance, purchasing, contracting, project/program management, human resources and operations.

Capital Projects ▪ Obtained grants for capital improvements such as streetscape improvements totaling $3.6 Million ▪ Obtained grant for the installation of 14 rain gardens as well as signage to educate the community on the effects of stormwater runoff ▪ Negotiated the closing and purchase of land for the addition of free parking for the community ▪ Negotiated the closing and construction of a pocket park an outdoor space as well as sold the city to donate the land ▪ Oversaw the bid process, hiring and installation of LED lights framing six blocks of commercial building now a sought-out destination ▪ Identify and resolve issues created by construction, environmental or other conditions that affect the ability of businesses to conduct business ▪ Serve as chief liaison with other main streets, governmental agencies and all transportation and infrastructure organizations

Fundraising and Event Planning: ▪ Administer the formation of a nonprofit organization and oversaw board recruitment and the creation of by-laws, internal controls, budget and 5-year strategic plan ▪ Attained over $300,000 in grants and sponsorships ▪ Support an overall brand strategy by the creation of events that promote and increase revenue ▪ Engage and connect diverse communities to produce and create a wide variety of events and programs ▪ Ability to engage, recruit and train volunteers to assist in programs and events

Public Space (Safety and Maintenance): ▪ Monitor and direct programs to improve the safety, security, appearance and overall appeal of a business district such as: ▪ Serve as a liaison with police department’s Real Time Command Center with planning, purchase and installation of security cameras and license plate recognition cameras ▪ Oversee landscaping logistics such as plantings, mowing and irrigation system ▪ Oversee appearance through sweeping of street and parking lots, trash and snow removal

Rachel Witt 2038 Lafayette Ave. Apt. C, Saint Louis, MO 63104 [email protected] | 314-313-3811

Career History • Executive Director St. Louis, MO South Grand Community Improvement District June 2006-Present

• Membership Development Manager Glen Carbon, IL Girl Scouts of River Bluffs Council January 2006-June 2006

• Title Processor Plymouth Meeting, PA One Call Lender Services April 2004-August 2005

• Human Resources Assistant Devon, PA Commerce Bank January 2004-April 2004

• Community Development Manager Fort Myers, FL Big Brothers Big Sisters of SW Florida July 2002-Oct. 2003

Education Widener University, Chester, PA Master of Public Administration, August 2005 Emphasis: Local Government and Economic Development Workshop: Traces on the Land: GIS for Community Mapping, July 2005

Southern Illinois University, Edwardsville, IL Bachelor of Science, May 2002 Major: Geography; Minor: Sociology

Professional Development and Awards ▪ Green Dining District, first in the City of Saint Louis, May 2018 ▪ American Planning Association Great Places in America of 2017 ▪ American Planning Association of Missouri Great Places of 2015 ▪ 2011 Outstanding Local Government Achievement Award for collaboration on the South Grand Great Streets Initiative ▪ Certification in Nonprofit Management ▪ Professional Leadership Certification ▪ Completion of Police Citizens Academy

Boards and Committees ▪ Vice President/Treasurer River Styx Literary Magazine ▪ Secretary of the 2nd District Police Business Association ▪ Past President of the Third District Police Partnership ▪ Past Vice President DeSales Housing Corporation ▪ Past Treasurer St. Louis Regional Bicycle Federation James Austin Woods

Address: 207 Hines Road, Hogansville, GA 30230 Telephone: (706) 977-0780 Email Address: [email protected]

Education

Bachelor of Science Florida State University, Panama City, FL.

Associate of Science Gulf Coast Community College, Panama City, FL.

More than fourteen years of local government experience with a proven track record of success. A proven leader, who is capable of thinking outside the box to discover economical solutions to difficult problems, dedicated to the success of the team, but capable of working independently within the organization. Striving for open communication between the leadership inside the organization and the community at large. Familiar with a broad range of enterprise fund activities as well as proven Georgia experience and ICMA membership.

Professional Experience

City of Hogansville, GA (August 25, 2011 – May 18, 2017) City Manager Responsible for the day-to-day management of this city spanning approximately 12.5 square miles in Northeastern Troup County, Georgia. Providing professional leadership in City Council’s policy decisions, goals, and visions. Diverse city of 3169 residents with a $10.2 M operating, enterprise fund, and capital budget and 51 full-time employees plus 16 inmates working various details. • Operate and manage a water, wastewater, electrical and natural gas utility. • Implementation of Council directed policy. • Through prudent financial measures and budget controls eliminated years of operations in the red and brought the city into the black. • Dec. 2015 Storm recovery applied for and received $1.3 million in disaster recovery. • Successfully completed a $300,000 Streetscapes grant. • Successfully applied for $1.5 million in CDBG funding and completed construction. • Oversaw the design of a $6.5 million sewer system. • Compliance with USDA letters of condition resulting in $2.5 million grant. • Successfully wrote a $50,000 Pipeline and Hazardous Materials Safety Administration Grant to implement GIS for the City Natural Gas Utility. During the Grant collected additional data on the other utilities allowing for GIS implementation in the other utilities for no additional investment a savings of over $300,000. • Applied for and constructed two $100,000 trail grants. • Applied for and received a $100,000 RBEG to install way finder signage and water system improvements in the Downtown area. • Oversaw and implemented GDOT LMIG and Local SPLOST projects over $700,000. • Presented and received approval on a 3.5-mile Yellow Jacket Trail concept. • an active part of the community.

James Austin Woods

City of Blountstown, FL (August 11, 2007 March 7,2011) City Manager The City of Blountstown is a Florida Municipality with a population of 2450 nestled on the Apalachicola River with growth opportunities to the North, West, and South. Successfully led the city in numerous upgrades, while preparing for much needed capital investment. The City’s revenue, operating and capital budgets totaled 11+ million dollars. ➢ Preparation and administration of the City’s revenue, operating and capital budgets. ➢ Operate and Manage a five million dollar plus Electric Utility. ➢ Operate and Manage a Natural Gas and a Solid Waste Collection Utility. ➢ Operate and Manage a Water and Wastewater Utility. ➢ Media spokesman for the Town including interviews, briefings and producing press releases. ➢ Implementation of Council directed policy. Administration of the day-to-day operations. ➢ Represent the City as a director on several boards. ➢ Be an active part of the Community. ➢ Provided excellent Customer Service through personal and professional contacts. ➢ Successfully wrote an EECBG grant for 1.2 Million Dollars to fund an Electric system upgrade to eliminate high line loss and increase reliability. ➢ Planned and was awarded two $650,000 Community Development Block Grants. ➢ Managed Community Development Block Grant and Legislative Appropriations construction projects valued more than 1.9 Million Dollars ➢ Successfully wrote a $50,000 Pipeline and Hazardous Materials Safety Administration Grant to implement GIS for the City Natural Gas Utility. During the Grant collected additional data on the other utilities allowing for GIS implementation in the other utilities for no additional investment a savings of over $300,000. ➢ Partnered with Southeast Rural Communities Assistance Project to conduct rate studies on water and sewer at no cost to the City. ➢ Balanced Load and Coordinated Fuses to restore function and reliability to the City Electric System. ➢ Increased Positive intergovernmental relationships with Calhoun County Commission, School Board, and the neighboring Town of Altha. ➢ Restored functionality of the City Storm Water System ➢ Through a 75% grant rebuilt the Dam on Lake Hilda in Downtown Blountstown. ➢ Worked with the Calhoun County School Board to provide Water and Waste Water access to allow the construction of a new $25 million High School. ➢ Secured $1.3 million in sidewalk funding for Charlie Johns Street through Congressman Boyd’s office. ➢ Saved the City $600,000 by purchasing a building for the Police Department instead of building one. ➢ Secured the donation of several parcels of property to the city which enhanced our parks or provided future economic development opportunities. ➢ Secured $300,000 grant to provide the plans and permits to make the Northwest Florida Catalyst Site shovel ready. ➢ Secured $180,000 to evaluate the City Sewer System. ➢ Oversaw $600,000 in FRDAP construction projects. ➢ Road Construction of $300,000 with another $200,000 planned to bid. ➢ Secured Design Funding for over 15,000 feet of sidewalk.

James Austin Woods

Town of Cedar Grove, FL Town Administrator (1999 – 2001) City Clerk (1996 – 1999) Assistant to Mayor (1995 – 1996)

The Town of Cedar Grove was a Florida Municipality with a population of 5,800 covering approximately 10 square miles. It was east of central Bay County, Florida (population 158,000). Beginning in 1995, Successfully led the city on a path of modernization and expansion which positioned the city for continued sustainable growth. ➢ Directly supervised and managed the administrative staff and functions of the City. ➢ Preparation and administration of the Town’s revenue, operating and capital budgets. ➢ Negotiated with private and public-sector entities on a mixture of issues ranging from economic and land developments to franchises and service contracts ➢ Media spokesman for the Town including interviews, briefings and producing press releases. ➢ Direct responsibility for the following functions: customer service, grant procurement, finance, economic development, water and sewer utilities, planning, storm water management, roads, general services and parks. ➢ Provided supervision of the Public Works. ➢ Emergency Management Officer. ➢ Implementation of Commission directed policy. Administration of the day-to-day operations. ➢ Worked with Citizens, Businesses, and Land Owners to annex several thousand acres into the Town of Cedar Grove, which resulted in a territory expansion of more than six hundred percent. With annexation and construction, the Town’s population rose more than three hundred sixty percent. ➢ Handled two major plan amendments and half dozen minor amendments to the Town’s Comprehensive Plan to allow for additional territory and required state changes for compliance. ➢ Successful Project Management brought many Town projects to completion and under their projected budgets. These included two joint venture projects with Bay County: Hiland Park Ball Field Replacement and a seven million gallon per day Joint Venture Advanced Wastewater Treatment Plant. It also included at least eight major Town projects: Spring Avenue Walking Park, Everitt Avenue Master Lift Station, USDA Rural Water Expansion Project, USDA Rural Wastewater Expansion Project, Lower City Storm Water Drainage, Police Department Relocation Project, Spring Avenue Sewer Trunk Line Mitigation project, and two CDBG projects. ➢ Enhanced customer service by replacing old phone systems with newer multi-line systems allowing greater public access to City Hall. ➢ Increased community pride through annual events to promote community contact such as Citizens Appreciation Day Dinner for the whole City, and a Christmas Tree Lighting Ceremony. ➢ Reduced Insurance premiums for the City by implementing a safety committee and rewriting the employee handbook and safety regulations. ➢ Realized a lifetime project savings of more than $250,000 by the innovative use of vacuum sewer system in Hiland Park area. ➢ Successfully applied for and received more than four million dollars in grant funding allowing construction of parks through Florida Recreation Development Assistance Program (FRDAP), low income facilities with Community Development Block Grant (CDBG) and Water and Wastewater from USDA Rural Development. ➢ Successful completion of daily duties required working relationships with several local, state, and federal employees or representatives. Worked hard to create excellent relations with representatives throughout the various levels of government.

James Austin Woods

Professional Affiliations

Boys & Girls Club Board Troup County Member 2016 - 2017 Georgia Municipal Association Member 2011 – 2017 Georgia City & County Manager Asso Member 2012 - 2017 International City Managers Asso. Member 2010 - 2017 LaGrange – Troup Co Chamber of Comm. Member 2011 – 2017 American Cancer Leadership Board Troup Member 2012 - 2017 Calhoun County Chamber of Commerce Member 2007 – 2011 Calhoun Cty Cham of Comm. B.O.Dir Member 2008 - 2011 Fl. City &County Managers Asso. Member 2010 – 2011 Florida League of Cities Member 2007 – 2011 Blountstown Rotary Club Member 2008 – 2011 Blountstown Rotary Club President 2009 - 2010 Blountstown Main Street Asso. Member 2007 - 2011 Panama City Jaycees Member 1989 - 1991 Bay County Chamber of Commerce Member 1988 - 1991 1995 - 2002 Southport Men’s Club Member 1988 - 2007

Professional Service

Municipal Electric Agency of Georgia Member 2011 – 2017 Municipal Gas Agency of Georgia Member 2011 – 2017 Electric Cities of Georgia Member 2011 – 2017 Florida Municipal Power Agency Member 2007 – 2011 Florida Natural Gas Association Member 2009 – 2011 Florida Municipal Electric Association Member 2007 – 2011 Florida Gas Utility Member 2007 – 2011 Opportunity Florida Member 2007 - 2011 Bay County Hazard Mitigation Committee Member 1998 - 2001 Panama City Metropolitan Planning Organization T.C.C. Member 1996 – 2001

Life Achievements • Prepared the Study and wrote the enacting legislation that created the Town of Cedar Community Redevelopment District. Bay County later sued to have the district repealed. The CRA survived Circuit Court challenge and ultimately survived a Florida Supreme Court Challenge.

• Successfully wrote an EECBG grant for 1.2 Million Dollars to fund an Electric system upgrade to eliminate high line loss and increase reliability.

• Successfully awarded, managed and/or implemented of over $17.5 million in grant money for the three cities under my management.

George Zboyovsky, P.E.

4114 Cloverlea Street, Pittsburgh, PA 15227 email: [email protected] (412) 513-5397

Dedicated professional experienced in managing, community service, and knowledge in government affairs who has demonstrated leadership qualities. Self Motivated and Detail Oriented individual who has effectively served as a municipal manager and as a member of the Monessen City Council as Director of Public Safety and Public Works. Has served as chairman of the Monessen Civic Recreation Authority, President of the American Society of Highway Engineers, Pittsburgh Chapter, and current Treasurer of the Brentwood Baldwin Whitehall Chamber of Commerce.

• Proven success in expanding programs, cutting costs, and budget tracking as Borough Manager of a southwestern Pennsylvania community with a $13 million annual operating budget. • Successfully written and awarded over $3 million in federal, state, and county grants. • Established relationships with various local, county, state, and federal representatives and community leaders. • Familiar with policy analysis, contract negotiations, program implementation and evaluation, strategic planning, and government processes. • Prepared and presented a seminar on “Capital Improvement Planning”, Allegheny League of Municipalities (ALOM) Spring Conference, April 2018. Presented the importance of Capital Improvement Plans for municipalities at the Local Government Academy’s (LGA) Newly Elected Officials Course – February 2018.

Education University of Pittsburgh, Pittsburgh, PA Graduate School of Public and International Affairs December, 2000 Masters of Public and International Affairs (Policy and Public Administration)

University of Pittsburgh, Pittsburgh, PA Joseph M. Katz Graduate School of Business Administration August, 2000 Masters of Business Administration (Finance and Business Development)

Pennsylvania State University, University Park, PA May, 1990 Bachelor of Science in Civil Engineering (Transportation/Planning)

California University of Pennsylvania, California, PA May, 1990 Bachelor of Arts in Physics

Computer Proficiency Microsoft365, Word, Excel, Access, PowerPoint, Publisher. Web Page Design, ESRI/ArcView Geographic Information System (GIS) Software

Special Skills Formulating strategic and operational policies and plans for Brentwood Borough, Dormont Borough and City of Monessen. Grant Writing, successful obtaining over $1 million in grants. Labor negotiating and representing organizational interests. Preparing and implementing budgets and financial plans. Providing leadership to and supervising diverse individuals and groups. Analyzing organizational cost-effectiveness and recommending improvements. Implementing innovative educational and community service programs locally and regionally.

Certificates/Special Training Leadership Pittsburgh, XXV Brentwood Business Owners Association, “Extra Effort Award” Licensed Professional Engineer; Commonwealth of Pennsylvania Paul I. Cripe, Inc. Performance Spot Bonus – March 2005 AECOM Employee Service Award – February 2004 CORO’s Emerging Leaders in Public Affairs -- March 2004 PSMJ/Resources, Inc. Managers Bootcamp -- May 2002 American Society of Civil Engineers Leadership Training Conference, Washington, DC – March 2001 Resume Page 2 George Zboyovsky, P.E. Professional Experience

Governmental Affairs/Leadership Municipal Manager with responsibilities which include but are not limited to addressing citizen complaints, planning and zoning issues, the Fire Department, snow removal, engineering, street rehabilitation, and preparation of annual departmental budgets. Worked on various city wide issues, municipal engineering concerns, neighborhood revitalization plans, and long term strategic planning. Have assisted in addressing personnel problems with city non-union and union employees. Oversees Borough wide staff of 40 employees. Proficient with various environmental issues pertaining to transportation, zoning/planning, sewage, and brownfields. Selected to Co-lead a group of 66 American University Engineering students on an educational engineering trip to China.

Finance/Management Prepared and managed municipal budgets in excess of $13 million. Senior Project Manager on various commercial and public design/construction projects. Responsible for billings, purchasing, and contract negotiation for borough services. Prepared project schedules, project summary reports, work assignments to staff, and developed and monitored project budgets. Performed training and evaluations for staff level personnel. Prepared monthly invoice statements, monthly financial statements, Balance Sheets, Statement of Cash Flow, and Income Statements. Track record of working well with people of all backgrounds and expertise.

Problem Solving/Engineering Experience Senior Project Manager on numerous site development projects including Public and Private funded. Real Estate Team and Utility Team associated with the North Shore Extension Project. Familiar with Municipal Stormwater Management and Water Quality requirements. Prepared feasibility studies including identifying various courses of action and associated costs, environmental impacts, and community reaction. Worked extensively with various regulatory agencies such as the Pennsylvania Department of Environmental Protection, PennDOT, County Planning Commission’s as well as local planning commissions and zoning boards. Prepared engineering drawings, quantity estimates, engineering calculations, utility coordination, and storm and sewer system design for various roadway and highway projects located in Pennsylvania, Ohio, Indiana, and West Virginia.

Brentwood Borough, Brentwood, PA Borough Manager January, 2008 – Present

US Congressman Timothy Murphy, 18-District, PA District Director September, 2007 – December, 2007

Dormont Borough, Dormont, PA Promoted to Borough Manager January, 2006 – September, 2007

Paul I. Cripe, Inc., Indianapolis, IN Senior Project Manager November, 2004 – January, 2006

AECOM, Pittsburgh, PA Civil Engineer/Governmental Affairs October, 1999 – October, 2004

International Missions, Washington, DC Selected as Faculty Advisor on Engineering Mission to China 3-weeks in May, 2004

City of Monessen, Westmoreland County, PA Elected City Councilman, Director of Public Safety/Public Works January, 1998 – November, 2004

Crouse & Company, Pittsburgh, PA Promoted to Assistant Project Manager and Radiation Safety Officer September, 1995 - September, 1999

Earth Sciences Consultants, Inc., Export, PA Promoted to Assistant Project Engineer II February, 1993 - September, 1995 Civil Engineer II May, 1990 - January, 1992

Almes & Associates, Inc., Trafford, PA Staff Engineer January, 1992 - February, 1993

Professional Affiliations/Activities Pennsylvania League of Cities; International City/County Management Association, American Public Works Association; Board of Directors for APMM; Past-President, Pittsburgh Chapter of The American Society of Highway Engineers; Treasurer of the Board of Directors for Brentwood Baldwin Whitehall Chamber of Commerce.